Document Code: DCAVRKMI-F-PSP

MANUEL S. ENVERGA UNIVERSITY FOUNDATION

Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 1 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Optimizing the Hard Disk Drive Head Stack Assembly Process in the Hard Disk Drive

Manufacturing Company

A Project Study

Presented to the Faculty of the

College of Engineering

Manuel S. Enverga University Foundation

Lucena City

In Partial Fulfillment

of the Requirements for the Degree

Bachelor of Science in Industrial Engineering

Expanded Tertiary Equivalency and Accreditation

by

John Albert Bobiles

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 2 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

November 2023

Approval Sheet

This project study hereto entitled:

“Optimizing the Hard Disk Drive Head Stack Assembly Process in the Hard Disk

Drive Manufacturing Company” prepared and submitted by John Albert Bobiles in partial

fulfillment of the requirements for the degree of Bachelor of Science in Industrial Engineering

has been examined and is hereby recommended for acceptance and approval for Final

Examination.

Engr. Gervin S.
Espinosa
Adviser

Approved by the Committee on Oral examination with a grade of _____________ %.

Engr.
Chairman

Engr. Engr.
Member Member

Benilda N. Villenas, Ph.D.

Member

Accepted in partial fulfillment of the requirements for the degree of Bachelor of Science
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 3 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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in Industrial Engineering.

Engr Cielito V. Maligalig

Acting Dean, College of Engineering

Date: ___________________

Acknowledgement

This research study would not be possible without the help and cooperation of the

valuable persons who supported and guided me in conducting this study.

First and foremost, God our Father gave us strength and knowledge for achieving our

goals, and for guiding us in all the hindrances and hardships that we encountered throughout

the development until the accomplishment of our research study.

To the Electronics Devices Company for giving their trust to conduct this research study,

to our plant manager and supervisors for their guidance and his help to gather important

information to accomplish this research study.

To our adviser, Engr. Gervin S. Espinosa, for his support and guidance, also for allotting

his knowledge and time by reviewing our papers, and most of all for making our study succeed.

To my family and friends who inspired and supported me to conduct and make this study

successful.

To all the important references that I use and served as a huge part of this study.

And lastly, I would like to thank my workmates and classmates for sharing their time, effort and

knowledge in conducting this study.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 4 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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The Researcher

Dedication

This project study won’t be possible to achieve without the following people who

inspired and help me throughout the conduct of this study:

First and foremost, a deeply and sincerely dedication to our Lord God Almighty, Thank

you our Lord for your guidance, for giving me strength and knowledge so that I surpassed all of

the hindrances and hardship that I was faced during I conducted this study.

To my wife Ann Bernadette, to my daughter Helena Margareth, to my mother Mama

Betty and my Mother in law Mommy Helen, thank you for your support and understanding,

especially on the days and night that I was not on your side because I need to attend my

schooling, you are the reasons and inspired me to pursue and finished this study. I Love you.

To my adviser, Sir Gervin S. Espinosa, Thank you for your strong support and sharing

your knowledge and time to make this study successful. And to my IE professors thank also for

teaching us and sharing IE tools and technique that we may apply not only on our project study

but also in our daily work functions.

And lastly to our plant manager, Jon Sanga, for his trust and support while I’m making

this study and for giving me a very supportive and very productive teammates. And also I would
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 5 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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like to thank to everyone that contributes this knowledge and experiences to make this study

successful.

The Researcher

Table of Content

Contents Page No.

Title …………………………………………………………………………………….1

Approval Sheet ……………………………………………………………………….2

Acknowledgement …………………………………………………………………....3

Dedication ……………………………………………………………………….........4

Table of Contents ……………………………………………………………………..5

List of Tables ……………………………………………………………………......…8

List of Figures …………………………………………………………………........…9

3. Abstract ………………………………………………………………………....….11

4. Introduction ……………………………………………………………..……… . ..12

4.1. Background of the Study ………………………………………… … .13

4.2. Objectives of the Study …………………………………………….…..14

4.3. Significance of the Study ……………………………….……..……….15

4.4. Scope and Limitation of the Study ………………...……..…………...16

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 6 of 130
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4.5. Conceptual Framework ………………………………………..……....17

4.6. Definition of Terms ………………………………………………..……..18

4.7. Acronyms ……………………………………………………………..….19

5. Review of Related Literature and Studies ………………...…………….....…....19

6. Methods and Procedures …………………………………….………….…….…..31

6.1 Research Design ……………………………….……………………..….31

6.2 Research Environment …………………...……………………….……..32

6.3 Research Procedures .…………….…………………………….……….32

6.3.1. Data Gathering …..………………………………………………….…33

6.3.2. Data Analysis ……………………………………….………………....34

6.3.3. Design of the Improved Head Stack Assembly Process ………….35

6.3.4. Development of the Improved Head Stack Assembly Process …..36

6.3.5 Testing and Evaluation ……………………………………………..….37

6.4 Design Concept ……………………………………………………….….38

7. Results and Discussions …………………………………………………………..39

7.1. Data Gathering …………………………………………………….…....40

7.2. Data Analysis …………………………………………………….……...54

7.3. Design of the Head Stack Assembly Process …………….………….58

7.4. Development of the Head Stack Assembly Process ………………...66

7.5. Testing and Evaluation ……………………………………….………....72

7.6. Summary of Findings ………………………………………………......81

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 7 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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8. Conclusions and Recommendations …………………………….………..……83

8.1. Conclusions ……………………………………………………….........83

8.2. Recommendations …………………………………………………......85

9. References …………………………………………………………………….......87

10. Appendices ……………………………………………………………………..…97

A. Project Study Gantt Chart …………………………………………….....97

B. Project Trials…………………………………………………………..…..98

C. Result of Survey ………………………………………………......……..101

D. Cost Benefit Analysis………………………………………………..…..107

E. Standard Operating Procedure………………………………………….108

F. Project Proposal Acceptance Letter ……………………………......116

G. Curriculum Vitae …………………………………………….……....120

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 8 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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List of Table

Table No. Title Page No.

I Modified Likert Scale 37

II Present Flow Process Chart of Head Stack Assembly Process 49

III Not Good Products from Oct’23- Dec’23 53

IV Why-Why Analysis 55

V Root Cause Validation 57

VI Proposed Process Flow Chart of Head Stack Assembly Process 60

VII Time Study Trial 1 of the Improved Process 62

VIII Time Study Trial 2 of the Improved Process 63

IX Time Study Trial 3 of the Improved Process 64

X Not Good Products After the Proposed HAS 66

XI Additional Investments for HAS 68

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 9 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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XII Proposed SOP 71

XIII Existing Head Stack Assembly Process 72

XIV Proposed Head Stack Assembly Process 74

XV Average of Not God Products Before and After 75

XVI Average of Head Stack Assembly yield and loss Cost 77

XVII Comparison Between the Existing and Proposed Loss Cost 77

XVIII POST-SURVEY QUESTIONNAIRE 78

List of Figure

Figure No. Title Page No.

1 Conceptual Paradigm 17

2 Head Stack Assembly Yield Rate 42

3 Pareto Chart of Factors Contributing to HSA Rejection Rate 43

4 Existing situations in HSA Process 44

5 SIPOC Diagram 46

6 Existing Flow Chart of HSA Process 47

7 Project Charter of the Study 51

8 Chart of the Not Good Products from Oct’23- Dec’23 53

9 Ishikawa Diagram of HSA process 56

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MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 10 of 130
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DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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10 Proposed Process flow chart in HSA process 59

11 Chart of the Not Good Products after the Proposed HSA 65

12 Current Setup of the Head Stack Assembly 67

13 Proposed Setup of the Head Stack Assembly 67

14 Actual Burr Removal Process 68

15 Before and After Burr Removal 69

16 Not Good Products, Before and After Proposed HSA 76

PROJECT STUDY PROPOSAL

Optimizing the Hard Disk Drive Head Stack Assembly Process in

I. Research Title:
the Hard Disk Drive Manufacturing Company

II. Name of Researcher : JOHN ALBERT BOBILES

Degree : Bachelor of Science of Industrial Engineering
Researcher’s Contact Details : 09165467102
Name of Research Adviser : Engr. Gervin Espinosa

III. Project Study Proposal

1. Platform/s Thematic Areas (Based on MSEUF Research Agenda 2019 – 2030)

Check applicable boxes:
Technology, Engineering, and Industry 4.0 Research
Environmental Protection, Development, and Conservation Research
Business, Economics and Industry 4.0 Research
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
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An Autonomous University Page No.: Page 11 of 130
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Politics, Society, and Culture Research

Legal, Law Enforcement, and Criminology Research
Health Research, Development, Innovation, and Extension
Education 4.0 and Workforce 4.0 Research

2. Sustainable Development Goals (SDGs)

(Depending on the platform, you may check more than one SDG)
SDG 1. End poverty in all its forms everywhere.
SDG 2. End hunger, achieve food security and improved nutrition and promote
sustainable agriculture.
SDG 3. Ensure healthy lives and promote well-being for all at all ages.
SDG 4. Ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all.
SDG 5. Achieve gender equality and empower all women and girls
SDG 6. Ensure availability and sustainable management of water and sanitation for all.
SDG 7. Ensure access to affordable, reliable, sustainable & modern energy for all
SDG 8. Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all.
SDG 9. Build resilient infrastructure, promote inclusive and sustainable industrialization
and foster innovation.
SDG 10. Reduce inequality within and among countries.
SDG 11. Make cities and human settlements inclusive, safe, resilient and sustainable.
SDG 12. Ensure sustainable consumption and production patterns.
SDG 13. Take urgent action to combat climate change and its impacts.
SDG 14. Conserve and sustainably use the oceans, seas and marine resources for
sustainable development.
SDG 15. Protect restore and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, combat desertification and reverse land
degradation and halt biodiversity loss.
SDG 16. Promote peaceful and inclusive societies for sustainable development, provide
access to justice for all and build effective, accountable and inclusive
institutions at all levels.

3. Abstract
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MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 12 of 130
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This study employs Lean Six Sigma Methodology to optimize the hard disk drive

head stack assembly process in a Hard Disk Drive Manufacturing Company, aiming to

reduce product rejection and associated loss costs. Data gathered from investigations

reveal that 92% of rejected head stack assemblies result from burrs, with minimal

contributions from other factors. Ishikawa diagrams and trial tests are conducted to

identify root causes and propose process improvements. The proposed process includes

burr removal and is validated through trials, showing marginal increases in process time.

The optimized process results in a 92.26% reduction in not good products, primarily

attributed to burr removal. Cost savings are substantial, with a $31,885 reduction in loss

costs. These findings demonstrate the effectiveness of Lean Six Sigma in improving

efficiency and cost-effectiveness while maintaining product quality. Recommendations

include implementing optimized processes company-wide, continuous process

monitoring, employee training, and further research into Lean Six Sigma applications.

This study underscores the potential for Lean Six Sigma to enhance manufacturing

processes and recommends its wider adoption and continuous improvement.

4. Introduction

The hard disk drive industry is among the most significant electrical sectors on a

global scale. The hard disk drive has evolved into an indispensable element in the daily

lives of individuals. A hard disk drive (HDD) is utilized by numerous electronic devices,

including computers, laptops, and digital cameras, to store data. Violent competition is

a defining feature of the hard disk drive industry. To optimize profitability, increase
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
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productivity, and strengthen market position, manufacturers must consistently strive to

improve product quality and refine their production processes.

Preeminent is the confidence that consumers place in products and services. On

account of this, it is imperative that manufacturers incorporate significant improvements

into the apparatus they deliver to clients in order to fulfill their expectations. In the cur-

rent dynamic and highly competitive hard disk drive sector, organizations must place a

premium on long-term profitability to maintain a competitive edge. In order to optimize

long-term profitability, it is customary to implement tactics such as increasing revenues

and decreasing expenses. The volume and price of sales comprise the revenue.

Hence, to attain sustained profit growth, one must subsequently augment either the price

point or the volume of sales. For price increases to be economically feasible, the organi-

zation's novel products must differentiate themselves from rival alternatives; this objec-

tive can be achieved via research and development.

4.1. Background of the Study

In the present day, semiconductor companies hold a significant impact on the

electronic sector. The HDD product, which is one of the main product lines of Hard disk

drive manufacturing company has made significant contributions to the global technolog-

ical ecosystem for a substantial period of time. It serves as the main method for storing

large amounts of data in personal computers, data centers, and many electronic gad-

gets. The industry stated above has experienced substantial changes and difficulties,

highlighting the importance of implementing cost-cutting initiatives to ensure its contin-

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 14 of 130
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DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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ued existence and competitive edge. In terms of cost reduction strategy, the variables

that contribute to costs can be categorized into three primary groups: (1) non-value

added (NVA) activities in processes, (2) expenses related to product in line rejections

and scrap, and (3) the time it takes to complete a cycle. Similarly, the companies in-

volved in this research have implemented a cost reduction initiative for their hard disk

drives. Previously, the corporation initiated many cost reduction efforts, including Six

Sigma for Operation and Zero Defect. These programs were advantageous for industry

as they revealed the underlying reasons behind the procedures that result in nonconfor-

mity in the products. The processes can be enhanced by implementing Six Sigma Princi-

ple, resulting in increased of operational yield, product quality and decreased costs.

The primary factor impacting the present issue is the low process yield rate which

resulted in a 3-month average rate of 87.33% which is far beyond its process line target

of 95% in the Head Stack Assembly of MG08-Air. One major contributor of low yield rate

is the rejection rate in the process line with an average of 12.67% rejection rate that

leads to total output loss of average 13,773 sets of HDD and total rejection cost

averaging $34,433. This loss leads to an increase in scrap rate of 11% contributor in

total scrap and challenges at line to maintain its flexibility to meet its customers’

increasing demand. Hence, the primary objective of this study is to optimize the Hard

Disk Drive Head Stack Assembly Process in a Hard Disk Drive Manufacturing Company

through Lean Six Sigma Methodology.

4.2. Objectives of the Study

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The main goal of this study is to optimize the hard disk drive head stack assem-

bly process in a Hard Disk Drive Manufacturing Company. Furthermore, this research

has the following specific objectives.

1. To describe the process in the hard disk drive head stack assembly

2. To analyze the problem that contribute to the rejection rate due to burr.

3. To design an improved hard disk drive head stack assembly process.

4. To develop the improved hard disk drive head stack assembly process; and

5. To evaluate the significant improvement of the proposed process.

4.3. Significance of the Study

Once the process optimization of HSA is applied, it is expected to significantly

contribute to the improved yield rate, reduce the rejection rate and reduction of scrap in

hard disk drives. Additionally, it will build a build in quality process that will be advantage

oust to the stakeholders involved:

The Company. The primary and immediate benefit for the organization is in its

capacity to attain substantial cost reductions. By implementing the suggested solutions

for the optimization of Head Stack Assemblies (HSAs) in an efficient manner, the

organization stands to realize significant cost reductions in its production processes.

This involves the reduction of costs in several elements, including materials, labor,

energy, and disposal charges associated with electronic waste.

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Operators/Workers. The main aim of this study is to support the workforce by

optimizing the assembly process which will increase its yield rate and decrease its

burden, increase its job satisfaction, and increase the process safety condition.

Researcher. This project will provide the researcher with an additional opportunity

to further his professional development and bolster his repertoire of skills. In anticipation

of the commencement of this project, it is necessary for the individual to do a sequence

of duties, assessments, and research endeavors to ensure the successful culmination of

this undertaking. The management possesses the capacity to offer rewards to the

researcher in the event of the project's successful completion. Furthermore, it is crucial

to proficiently employ the knowledge and abilities he has obtained via his academic

endeavors in the realm of Industrial Engineering.

Future Researchers. This project may use as a reference by other researchers for

their future projects. Basically, to gain knowledge from this study and apply it to his/her

research.

4.4. Scope and Limitations of the Study

The sector of the economy that is responsible for the production of hard disk drives

(HDDs) is going to be the primary focus of this investigation. The examination and evalu-

ation of prospective quality improvement and cost-cutting measures is the major purpose
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
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of this study. A particular emphasis will be placed on the optimization of head stack as-

semblies (HSAs), which are the acronym for "head stack assemblies."

This research aims to optimize the HDDs Process Assembly, nevertheless it is

very important to acknowledge that there will be a limitation on the resources which is

only bound within the available resources in the process. Additional consideration is hu-

man adaptability, the successful execution of this project will be influence by this factor.

Despite the mentioned limitations, the aim of this project is to exert all available re-

sources to optimize the process and present a solution to improve the process.

4.5. Conceptual Framework

The utilization of Fig. 1 Conceptual Framework Paradigm will serve as a guiding

framework for the researcher to successfully monitor the development of this project

study. This will assist the researcher in determining the appropriate methodology for initi-

ating the investigation, conducting tests on the proposed enhancement, and ultimately

achieving the anticipated final outcome.

Fig 1. Conceptual Paradigm

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Figure 1 displays the conceptual framework of Lean Six Sigma methodology

DMAIC that will be utilized in this investigation. The researcher employed the DMAIC Di-

agram to enhance the procedure. The first step involves clearly identifying the specific

problem inside the business and defining the scope of the improvement project. It is cru-

cial to thoroughly record as much information as possible about the issue and the

present state of the procedure. At this stage, it is crucial to establish the criteria for mea-

suring success. Teams often use formal project charters to document and disseminate

this knowledge and strategy. The effectiveness of improvement activities should be

measurable. To measure the results, it is essential to calculate both the initial and im-

proved outcomes. By doing this, you may verify your achievements by comparing the

outcomes of the past with the expected outcomes in the future. Organizations must

make a judgment when selecting the key performance indicators (KPIs) that will be used

to evaluate results. It is crucial to determine responsibility for measuring and establish

the frequency of calculations. Once the required data has been gathered, a root-cause

analysis can begin to determine the fundamental reason behind the business problem.

Currently, value stream mapping and the five whys can be really beneficial. It is impor-

tant to note that many problems have various root causes. The emphasis should be

placed on establishing causation rather than focusing on symptoms, and assigning

blame should be avoided. By conducting this study, the team will have a more compre-

hensive understanding and be better prepared to develop a strategy for improvement.

4.6. Definition of Terms

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A burr is a raised edge or small piece of material that remains attached to a

workpiece after modification process. and a burr refers to the formation of rough edges

or ridges on a metal piece.

Disassembly refers to the process of taking apart the various components and

layers of the HDD in order to access its internal parts or to perform failure analysis.

Hard Disk Drive (HDD) is a data storage device used for storing and retrieving digital

information using one or more rigid ("hard") rapidly rotating disks (platters) coated with

magnetic material.

Head Stack Assembly is a critical component within a hard disk drive (HDD). Its

primary function is to read and write data to the spinning platters of the HDD. The HSA is

responsible for positioning the read/write heads accurately over the platters' surface to

access and store data.

Permanent Level Down is a signal output that unrecovered defect upon certain number

of retries.

Pitch Static Angle/Roller Static Angle is a machine is utilized to measure the static

attitudes of pitch and roll for each slider, as well as determine the torsional stiffnesses of

pitch and roll for each HSA. These measurements are then used to calculate the neces-

sary adjustments to achieve the desired values of pitch and roll for each HSA. The sus-

pension is subsequently adjusted, potentially through the application of laser heat to the

flexure.
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Quasi-Static Test is a process in which the state variables of a thermodynamical

system change infinitely slowly, thus the system appears nearly static. It is a hypothetical

and ideal process which is reversible and experiences thermodynamic equilibrium at

every stage of the process.

4.7. Acronyms

HDD - Hard Disk Drive

HSA - Head Stack Assembly

PSA/RSA- Pitch Static Angle/Roller Static Angle

QST - Quasi-Static Test

WIP- Work-In-Progress

5. Review of Literature and Related Studies

Lean Six Signa Methodology Application

The COVID-19 pandemic underscored inefficiencies in healthcare systems,

particularly in developing nations, highlighting the need for improvement [1]. Lean Six

Sigma (LSS) methodology emerged as a viable solution to enhance process efficiency

by minimizing errors and waste [1], yet research primarily focused on management

processes, neglecting medical processes [2].

Despite a scarcity of studies in developing nations, there's a shift towards

addressing healthcare improvement needs, with empirical research overshadowing

conceptual inquiries [3]. There's a crucial necessity to guide healthcare practitioners in

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sustaining improvements facilitated by LSS [3]. Globally, outpatient services experienced

prolonged wait times, reduced service quality, and diminished patient satisfaction amidst

increasing patient volumes and strained resources [4].

Responding to these challenges, LSS transitioned from manufacturing to

healthcare, targeting reductions in patient wait times and capacity enhancements [5].

Implementing LSS solutions yielded tangible outcomes, including increased patient

throughput and reduced clinic times, requiring minimal resource investment [6].

In the context of outpatient ophthalmology clinics, LSS methodologies

significantly reduced patient wait times and variability, thereby enhancing service

capacity without additional resource input [6]. During the baseline audit period, 19.4

patients were seen throughout each 240-minute clinic session, with the average time

spent at the clinic by patients being 131 minutes, and in-clinic times were reduced

through low-cost solutions. Post-implementation audit revealed a 9% increase in patients

seen per session, reaching a total of 21.1 (p = 0.016). Moreover, there was a substantial

decrease in both the length (p 0.001) and variability (p 0.001) of the patient's time spent

in the clinic (median 107 minutes, interquartile range 91 minutes [71–162 minutes]).

Similarly, in other industries like the Iron Ores Industry, LSS is utilized to enhance

production capacity by addressing inefficiencies in the manufacturing process [7]. The

implementation of LSS led to improvements in quality performance and identified key

areas for process enhancement [8].

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Combining Lean, Six Sigma, and Lean Six Sigma methods, studies construct a

theoretical foundation for process quality improvement, utilizing mixed methodology

approaches for empirical investigations [9]. Employing DMAIC projects, which integrate

stakeholder data, identifies underlying factors contributing to process inefficiencies and

generates recommendations for improvement [10].

Design of an Improvement process using DMAIC

In various studies, data-driven quality methodologies such as DMAIC (Define,

Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design,

Verify) have been utilized to enhance processes and product quality[11][12]. These

methods, essential components of Six Sigma initiatives, can be employed independently

or as part of other improvement strategies like lean[11]. The industrial sector has

increasingly recognized the importance of quality improvement over the past two

decades[12]. An analysis using the DMAIC framework helps identify and address quality

issues within firms[13].

Moreover, suggestions for modifying organizational processes to enhance

efficiency, such as foundational tasks in construction, have been proposed[14]. Lean

construction, a management technique aimed at minimizing errors and waste, is gaining

popularity, particularly in construction operations[15]. DMAIC serves as a useful

approach for implementing good practices in construction quality management[15]. One

study specifically applied DMAIC as the foundation for quality analysis in construction,
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employing techniques like Ishikawa diagrams and Pareto charts[16]. Additionally, further

research is needed to validate problem-solving ratios in construction procedures[16].

Another study presents a case study on reducing rejection rates of rubber

weather strips using Six-Sigma DMAIC methodology[17]. The study aims to minimize

rejection rates of rubber weather strips installed in vehicle doors. Initially, the rejection

percentage was 5.5%, leading to significant financial losses. After implementing Six

Sigma project findings, the rejection rate decreased to 3.08%, resulting in cost savings

and increased sigma levels[17].

Businesses have increasingly turned to Six Sigma DMAIC to address high

rejection rates of products such as rubber weather strips[18]. The DMAIC model is

widely used in Six Sigma applications to enhance process quality and achieve Six Sigma

levels of excellence[19]. Many organizations adopt DMAIC as a foundational approach

for process improvement projects[20]. Process improvement, often driven by

methodologies like Six Sigma, aims to enhance overall efficiency and productivity[21].

DMAIC, although commonly associated with Six Sigma, can be utilized in various

improvement applications beyond Six Sigma[22]. It follows a systematic approach to

problem-solving, emphasizing defining, measuring, analyzing, improving, and controlling

processes[22].

Utilization of Lean Six Sigma in Improvement Process

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In the contemporary business environment, organizations strive to enhance

operational efficiency and minimize faults in their processes, with Six Sigma emerging as

a crucial tool for achieving excellence[23]. Understanding the distinctions and typical

roles associated with each Six Sigma Belt level is essential for professionals navigating

the certification process[24]. The journey begins with the Champion level, where

individuals ensure alignment between operational projects and organizational

strategies[25]. At the White Belt level, individuals grasp the core concepts of Six Sigma

and engage with higher-level professionals to address issues[26]. Yellow Belts, with a

fundamental understanding of Lean Six Sigma, play a pivotal role in quality improvement

initiatives[27].

Green Belts, often referred to as "workhorses," analyze data, provide feedback,

and contribute to quality improvement projects under the guidance of Black Belts[27].

Possessing skills in problem-solving and process improvement, Green Belts add

demonstrable value to businesses[28]. Typical roles for Green Belt holders include

compliance structural engineer and lead manufacturing engineer[29]. Black Belts,

proficient in Six Sigma methodologies and change management, lead teams in

achieving quality and profitability goals[29][30]. Master Black Belts, the highest level of

expertise, mentor and coach Black Belts, contributing significantly to organizational

success[31].
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Earning the Master Black Belt certification requires extensive experience in Six

Sigma projects and a thorough portfolio review by certification bodies like IASSC and

ASQ[32]. Master Black Belts command high salaries, with annual compensation starting

at $132,000 and exceeding $200,000[33]. Positions such as Senior Project Manager and

Lean Transformation Expert are common for Master Black Belt holders[33]. Ultimately,

obtaining Six Sigma certification equips professionals with the knowledge and skills to

drive organizational success by minimizing expenses, enhancing profitability, and

streamlining operations[34].

Benefits of Six Sigma vs Six Sigma

In the realm of project management, Six Sigma stands out as a potent tool,

although only a fraction of those aware of it pursue certification. Rooted in a

management philosophy, it aims to streamline business processes through data-driven

analytical methods [35]. By optimizing processes and reducing waste, Six Sigma not

only saves resources but also enhances efficiency [36]. Furthermore, its commitment to

quality aids in compliance with international standards, potentially averting legal issues

[37].
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Six Sigma's adaptability allows its application across diverse sectors, offering

strategies to boost earnings and trim expenses [38]. With income increases of up to 19%

at each level of certification, it holds promising prospects for professionals [38]. Its

methodology, leveraging statistical analysis, has seen widespread adoption, particularly

in manufacturing, fostering productivity and quality performance [39]. Understanding its

nuances and addressing barriers is pivotal for successful project implementation and

organizational culture enhancement [39, 40].

As a cornerstone of global corporations, Six Sigma continuously strives to

minimize errors and maximize economic benefits [40]. Its methodologies, including

DMAIC, DFSS, and Lean Sigma, hold immense potential for industries seeking

efficiency and accuracy in the face of evolving technological landscapes [41]. This

signals a new era for Six Sigma, aligning with the demands of sustainable development

goals and the advent of Artificial Intelligence and Information Technology [41].

Principles of Lean Six Sigma

According to this study[42], in every single project manager strives to achieve the

same fundamental objective, which is to simplify the workflow and get rid of any

processes that are pointless or repetitive in order to plan and carry out projects in the

most effective manner possible. Nevertheless, project managers have access to a

variety of different approaches from which to pick. The Lean technique places a strong

emphasis on eliminating as much waste as possible in the production process. The Six
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Sigma methodology is a data-driven and tried-and-true approach to project

management.

Based on this study[43], Six Sigma and Lean are two distinct approaches to process

improvement. While when combined they can become complementary, Six Sigma and

Lean are distinct in their origins, foci, and methodologies. Since its inception in 1986, the

belt-based certifications that Six Sigma offers have made it the preeminent way for

managing projects. The DMAIC and DMADV methodologies are both examples of five-

step approaches to problem resolution, which are typically utilized in accordance with

the principles of Six Sigma. Ultimately, the purpose of utilizing statistical analysis is to cut

down on the number of product variations and flaws. Despite the fact that Six Sigma has

proven very successful for businesses, the methodology does have some flaws, which

has led many people to question how they might enhance the process.

According to this study[44], Lean is a management style that emphasizes minimizing

waste while simultaneously delivering superior service to customers. There are eight

different types of waste, as defined by the principles of the Lean methodology: defects,

overproduction, waiting, non-utilized talent, transportation, inventory, motion, and

excessive processing. The goal of the Lean methodology is to identify and get rid of

waste wherever it may be hiding in the process of making a product or providing a

service. This is done with the help of a value stream map.

Based on this study[45], Lean Six Sigma is a strategy approach to executing

continuous improvement that is applicable to any industry. At its most fundamental level,
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it is an improvement methodology. It combines two highly effective tactics to assist

effectively discover problems and inefficiencies so that may figure out how to simplify

the process in order to get rid of waste and make sure the product is of high quality. As a

consequence, the level of pleasure experienced by customers and end-users is raised,

morale among those who are actively engaged in the manufacturing or service process

is boosted, and the enterprise as a whole sees an increase in its profitability.

According to this study,[46] the multiple levels of certification in Lean Six Sigma as

corresponding to different colors of belts, with white being the beginning level and black

representing the highest level (as in martial arts). Professionals can work toward

attaining different degrees of certification in Lean Six Sigma. And despite the fact that

Lean Six Sigma was originally established for the manufacturing business, the principles

behind it are applicable to a wide variety of fields, including healthcare and the

hospitality industry. It is even possible to use it to simplify the processes that go through

on a regular basis. This is due to the fact that it is a method of solving strategic

problems. Kiichiro Toyoda, the owner of Toyota, and Taiichi Ohno, the industrial engineer

who worked for him collaborated in the 1930s to develop a method known as lean with

the goal of enhancing Henry Ford's approach to the production of automobiles. After

determining the seven types of waste that occur most frequently in production, they

devised a method to cut down on those types of waste and then built the Toyota

Production System as a result.

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Based on this study In the 1990s[47], a new trash category was introduced. The

method is now centered on removing DOWNTIME, which is an acronym that stands for

Defects, Overproduction, Waiting, Not Utilizing Talent, Transportation, Inventory Excess,

Motion Waste, and Excess Processing. Six Sigma (sometimes written as six sigma) is a

methodology and set of tools that are used to enhance processes. It is derived from the

statistical modeling of a production process that is anticipated to be error-free

99.99966% of the time. The goal of Six Sigma is to enhance the quality of process

output by locating and eliminating the factors that lead to defects or errors, as well as

reducing the amount of variability that exists in manufacturing and commercial

processes.

Takt Time

Takt time serves as a crucial parameter in lean production, establishing the

rhythm of production to align with client demand and optimize overall system design and

operations[48]. Key performance measurements, including lead time, value-added time,

and non-value-added time, are tracked using tools like box scores to ensure efficiency

and prevent information overload[48].

Understanding lead time and takt time is essential as they determine the flow and

cadence of the manufacturing process, encompassing both value-added and non-value-

added activities[49]. Takt time represents the rate of process flow dictated by client

demand, guiding the pace of production to meet customer requirements efficiently[50].

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Implementing lean concepts, including takt time, can offer significant benefits to

industries like biotechnology and biomanufacturing, despite regulatory complexities[50].

Adopting a flattened cross-functional approach to operations and striving for ideal visions

while addressing constraints can lead to substantial improvements in efficiency and cost-

effectiveness[50].

In processing systems like semi-batch systems, optimizing equipment and

redesigning processes based on takt time can enhance system performance and reduce

environmental impact[51]. Experimental demonstrations and dynamic material flow

analysis play crucial roles in refining processes and predicting future availability of

resources[51].
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The concept of takt time extends beyond manufacturing to various industries,

including garment manufacturing, where process balance based on takt time is

employed to meet delivery deadlines and satisfy demand rates[52].

Standardized Work

Standardized work is a potent method for enhancing manual processes,

particularly on assembly lines, and is a fundamental component of the Toyota Production

System, aiming to eliminate waste[54]. Its application involves steps such as time

measurement, takt time determination, line balancing, and layout design to optimize

productivity and minimize waste[55].

By standardizing work processes, organizations can reduce cycle times, improve

workflow, and achieve rejection-free production, ultimately enhancing efficiency and

quality[56]. Standardized work methodology focuses on reducing unnecessary activities

and operational variability, thereby enhancing predictability and consistency in

operations[57].

For Lean companies, standardized work serves as a foundation for continuous

improvement, providing stability, waste reduction, increased efficiency, and enhanced job

satisfaction for workers and supervisors alike[57]. However, standardized work

procedures should remain adaptable to organizational changes and allow for continual

improvements[58].
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Incorporating standardized work sheets and control instructions are essential for

process engineering, as they streamline documentation, reduce errors, and improve

training effectiveness[59]. Automation of standardized work processes and integration

with corporate systems are underway to further enhance efficiency and

competitiveness[60].

In industries like agricultural machinery manufacturing, adopting uniform work

routines through standardized work is crucial for optimizing operations and eliminating

non-value-added tasks[61]. By distributing activities equitably among operators and

eliminating redundant tasks, organizations can improve overall productivity and product

quality.

One Piece flow

The automobile industry, particularly, adheres to Lean principles, with continuous-

flow manufacturing being crucial for improving overall production outcomes[62].

Implementing Lean management, particularly the one-piece flow methodology, is

essential for enhancing performance and sustainability within organizations[63]. One-

piece flow involves processing individual pieces or small batches sequentially without

creating work-in-progress (WIP)[64].

Compared to batch production systems, one-piece flow significantly reduces issues

such as excess inventory and operational costs[65]. Its efficacy in improving productivity,

process efficiency, and cost reduction in manufacturing is highlighted[66]. By

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implementing one-piece flow, companies can indirectly enhance the effective cost of

manufacturing processes while optimizing workflow[67].

Despite its benefits, implementing one-piece flow presents challenges, especially in

industries like garment manufacturing[68]. However, understanding and achieving one-

piece flow are essential for achieving just-in-time production and streamlining

operations[69]. One-piece flow refers to the movement of individual pieces or small

batches through activities linearly, without work-in-process (WIP) in between[70].

Clarifying misconceptions about one-piece flow is crucial, as it aims to eliminate

waste and enhance value-added activities in manufacturing processes[71].

6. Methods and Procedures

There are two different kinds of standing plans: procedures and methods. Within an

organization, the actions that must be taken to carry out activities are referred to as

procedures. On the other hand, a method is a methodically planned procedure by which

a specific activity or job is carried out in accordance with the goal. This section

addresses the considerations that the researcher will need to consider in order to finish

the study.

6.1. Research Design

The researcher intends to conduct their investigation using Applied research in

order to Optimize Head Stack Assembly Process. This research will focus on the HDD

process, which comprises several interconnected components such as the actuator

magnetic flux, voice coil motor, actuator axis, actuator arm, head suspension arm,
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parking ramp, HSA connector, and head preamplifier circuit. The researcher will utilize

additional tools, such as the Manufacturing system of a hard disk drive firm, to detect the

flaws. The hard disk drive manufacturing system comprises many sequential processes,

namely slider fabrication, head gimbal assembly (HGA), head stack assembly (HSA),

and hard disk drive assembly (HDD). The primary objectives of an assembly line, such

as the HDD process, are to enhance throughput and minimize resource utilization.

Hence, the primary challenges faced by assembly production lines revolve around

enhancing line efficiency.

6.2. Research Environment

Within a semiconductor company will be where the study will be carried out. In par-

ticular, a substantial amount of scrap is continuously produced during the Rework

Process for Hard Disk Drives. This is the process where the most junk is generated. The

participants of the study will consist of the technicians and engineers that are currently

engaged in active participation in this industry. They are the ones who will be the ones to

provide some insights regarding the problem that is now occurring in the Stack Assem-

bly.

6.3. Procedures

In this section, we will talk about the many methods of research that are going to

be used later on. The first thing that needs to be done in this study is to figure out

where in the HDD Rework Process the problem originated from. After that step has been

finished, the researcher will look at the procedures that are being carried out in the area
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at the moment. Next, the researcher will begin the process of organizing the project and

describing the targets and objectives of the study, with the intention of improving the

process approach that is now being utilized by the Semiconductor Company. In order to

fulfill the requirements of this investigation, the researcher will collect data on the

Rework procedure of HDD Section.

6.3.1 Data Gathering

The researcher started the investigation by locating the HDD Optimization

Process and moving forward through it step by step. After that, the researcher is going to

investigate the procedures that are being carried out in the location at the present time.

During the data gathering phase of the study, It was found that 92% of reject head stack

assemblies stemmed from burrs, with 0.05% attributed to dents, 1.8% to scratches,

2.9% to damage, 1.1% to contaminations, 1.5% to misalignment, and 0.2% to

misassembly. Following this step, the researcher will initiate the process of preparing the

project and determining the aims and objectives of the study. The researcher's attempts

to develop ways to Optimize Head Stack Assembly Process are focused on the

technique that is currently being used for the process. Information will be gathered by

the researcher from a wide number of sources.

Request of Approval to Conduct Study Related to HDD Optimization

Process. The request for approval to conduct a study related to HDD optimization
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process involves the process owner, usually a manager, who receives a detailed project

proposal acceptance letter from the researchers. This letter outlines all planned activi-

ties, including interviews, observations, data collection, and the development of a com-

prehensive process improvement plan. These activities are based on thorough analysis

and aim to enhance the efficiency, functionality, and cost-effectiveness of the existing

HDD assembly process. The goal is to identify areas for improvement and implement

strategies to address them effectively.

Interview: The researcher conducted an interview with specific operators,

technicians, engineers, and supervisor which directly responsible on conducting

assembly of HSAs. As stated on appendixes, the purpose of the interview is to gather

data and identify issue in each procedure of assembling HSAs, to determine specific

factor which can generate big impact in terms of productivity, capability, and cost and to

eliminate problem and improve the HSA process.

Observation: To guarantee that every procedure will be followed, the

researcher has been hands-on with every detail of the investigation. Apart from ensuring

compliance with the procedures, he also learn different techniques or methods during

this project that could be applicable to future projects.

6.3.2 Data Analysis

After the researcher has gathered all of the information necessary for the

research study, it is then feasible to determine the most likely root cause of a problem by

observing the problem itself, conducting interviews with persons who are involved in the
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problem, and conducting internet research, among other approaches. After collecting

enough data to draw a conclusion, the researcher will evaluate the findings and, if

required, make adjustments using the tools and processes of industrial engineering in

order to write a report on the findings of the investigation and analyze the collected data

using Fishbone Diagram, Root Cause Analysis, and 5-Why Analysis.

Ishikawa Diagram: This is also known as Fishbone Diagram and the most

common method used in solving a problem. This tool also helps to identify possible

source of a problem or abnormality. This method helped in identifying the factors

contributing to high scrap rate encountered by Hard Disk Drive Head Stack Assembly

process and leads the way of possible process that target to improve. This tool was use

by the researcher in this study through discussion and gathered related ideas from the

involved person assigned by the top management at storage device companies.

Why-Why Analysis: The researcher will use the why-why analysis technique to

identify the primary reason of various potential root causes and propose corresponding

solutions based on the data gathered from Ishikawa Diagram or fish bone analysis

regarding possible root causes. It can provide both solution and preventive steps to

avoid the issue from happening again.

6.3.3 Design of the Optimizing the Hard Disk Drive Head Stack Assembly Process

The researcher will make use of the many IE Concepts that are able to offer the

researcher support in devising a solution during the design phase of the Improvement

process. This phase is the phase in which the researcher will be responsible for making
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improvements. The researcher will also make use of the Six Sigma approach, which

identifies and eliminates the elements that contribute to errors in manufacturing. This will

result in an increase in product quality while simultaneously reducing the amount of

variance that can occur during production. It is also used to refer to the ranking that is

assigned to a manufacturing process based on the percentage of goods that are free of

defects. That rating is referred to as the defect rate. Kaizen, which is often referred to as

"Continuous Improvement," is a business technique that involves employees at all levels

of a company working together in a proactive manner to achieve regular, incremental

changes to the manufacturing process. The concept of Kaizen originated in Japan

around the 1940s. A powerful improvement engine is created as a result of this process,

which, in a sense, draws together all of the individual capabilities that are present inside

a company. LSS is the most convenient method for getting rid of garbage that isn't

necessary, and it can meet the requirements that clients have.

6.3.4 Development of the Optimizing the Hard Disk Drive Head Stack Assembly

Process

After the researcher has completed the process of developing the Improved

Rework technique, they will proceed to develop the new procedure in accordance with

the data that was gathered. Additionally, the researcher will make use of the existing

workflow and process structure in order to create a significantly enhanced process by

utilizing Lean Six Sigma. This will be done in order to modify the process in order to

reduce variation and, as a consequence, remove faults. Remove from the method any
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steps that are not directly related to the assembly process and remove them from the

procedure. In the event that the value stream does not show the source of the problem,

a number of different technologies are applied in order to identify problem areas and

outliers. In order to put the process of improvement into action, statistical process

control is utilized in order to generate standard operating procedures (SOP). Throughout

the whole of the assembly process, as well as in each and every process that is

connected to the standard operating procedure for the assembly area as a whole, there

will be standard operating procedures. As an additional feature, Kaizen will be

implemented to meet ongoing demands, in addition to development and emerging

trends. Implementation of Continuous Improvement in order to guarantee that the

workforce is given the most recent information and is kept informed at all times.

6.3.5 Testing and Evaluation

Researchers will generate conclusions and make recommendations through the

utilization of data analysis, which is a strategy that includes the advantages of acquiring

and arranging data. For the purpose of gaining a more in-depth understanding of the

characteristics of the increasing instances of corrosion on slider samples and developing

a remedy, this technique makes use of both quantitative studies and a practical

methodology.

Modified Likert Scale. It is a type of rating scale used to measure conclusions

or opinions. Respondents are asked to rate the levels of consent which they have with

various statements using this scale.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 40 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

In order to determine the factors and further analyze the gathered data, the re-

searcher utilized the use of weighted mean as shown in below formula.

Σ wi X i
X w=
N

Where:

Xw – is the Weighted item;

wi – is the weight given to each factor by the respondents and ranges from 1 to 5,

(where “1” is “Highly Dis-Satisfied ” and “5” is “Highly Satisfied ”) and;

Xi – is the value of the item.

N – is the number of respondents

6.4. Design Concept

The concept of the study aims to improve the Rework Process based on the

following Industrial Engineering principles. Each of the following tools that the researcher

uses to

Flow Process Chart. Through flow process chart the researcher can determine

the existing process of the operation in the Assembly using the symbol. Using process

flow chart, it will help to easily identify process if it is operation, delay, storage,

transportation, or inspection. Furthermore, the act of mapping out a process using a flow

chart can clarify the understanding of the operation processes and serves as a method
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 41 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

for the researcher to improve its process. It will also help the operation process to

estimate time and can easily eliminate or substitute the idle time of the worker.

Process Flow Chart. The process flow chart can use to show the steps in a

process in the assembly area using the symbols to indicate the type of action being

taken of the worker. And also, it gives the detailed of sequential action or process in the

assembly. By recording all the process perform by the worker, the researcher will able to

analyze the step by step process in the Assembly that will help the researcher to identify

and eliminate or reduce the time to improve efficiency.

Cost Benefit Analysis. By developing an effective layout, it will help the

researcher decide whether the proposed project is feasible or not when it comes to cost.

It will help measure whether the project has improved productivity in terms of cost and

whether the project is greatly executed. The optimal facility layout is an effective tool in

cost reduction by enhancing productivity. Facility layout design involves a systematic

physical arrangement of different sections, workstations, machines, equipment, storage

areas and common areas in a manufacturing industry.

7. Results and Discussion

Once the researcher has gathered the necessary materials for the study, they

can identify the probable root cause of an issue by visual observation, interviews with in-

volved individuals, and online research, among other methods. Once sufficient data is

collected, the researcher will analyze the findings and apply Industrial Engineering pro-

cedures to make any required adjustments before compiling a report.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 42 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

7.1. Data Gathering

The researchers used the data to determine the cause of the problem. This re-

search will present the standard workflow, process flow, and existing condition of the

process for the assembly area using data collected by the researchers. The researcher

created a process flow chart detailing the standard operating procedure of the area, in-

cluding the existing condition of the process, workflow diagram, process flow, and other

pertinent information. The researchers also provide a flow process chart to offer a

clearer view of the standard operating procedure in the Hard Disk Drive Head Stack As-

sembly Process in a Hard Disk Drive Manufacturing Company and the actual lead time

of the activity.

The researcher compiled a description of the item's current condition, encom-

passing existing condition of the process, standard workflow, and process workflow, as

depicted in the figures, to provide a more detailed discussion on the proposed improve-

ment.

Define Phase.

This phase presents the most important method improvements and the overview

of the project’s scope for the Hard Disk Drive Company. An analysis of the Pareto chart

was used to identify the defect’s importance. Additionally, a SIPOC Diagram, a high-level

process map that illustrates process limits and represents connections among suppliers,
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 43 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

inputs, and the process, will be assessed by the researchers. Process flow, sub-pro-

cesses, and their interconnections are outlined in this part. The project charter also high-

lights the improvement of the team’s goals, scope, direction, and motivation.

Results of Interview. After interviewing the managers, operators, and engineers,

the researcher consolidated the received material and identified the missing data from

the collected data set. Consequently, the researcher enhanced the study based on this

knowledge. The conference mostly serves as a social gathering with some physical work

included as well. Generally. All exchanges occur manually. The Researcher conducted

interviews with individuals who had participated in the event at the Hard Disk Drive Head

Stack Assembly Process in a Hard Disk Drive Manufacturing Company. Many intervie-

wees expressed dissatisfaction with the current system, perceiving it as inefficient and

time-consuming. The design is considered unergonomic for the workplace as employees

need to constantly walk between their workstations and tools due to having only one set

of tools, leading to missing components in the made items. The design layout may also

give the impression of being cluttered and disorganized. They have also seen that the

workload of each technician is unevenly distributed, particularly in the Hard Disk Drive

Head Stack Assembly Process at a Hard Disk Drive Manufacturing Company.

Results of Observation. The researcher observed the method to confirm the in-

formation obtained during the interview. After conducting a thorough analysis, the re-

searcher identified critical areas requiring attention and provided recommendations to

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 44 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

minimize downtime and bottlenecks in the manufacturing lines. The researcher's primary

focus is on analyzing the fundamental structure of the seat construction process.

Existing yield result of HSA Process. The researcher gathered the Hard Disk

Drive Manufacturing Company Yield data to determine the current challenge on the

process. The data collected is based on Hard Disk Drive manufacturing company pro-

duction daily report.

Head Stack Assembly (MG08-Air)

140,000
86.34% 89.69% 95.00%
120,220120,118 86.57% 118,120118,020
120,000 87.33% 85.00%
108,913108,703
103,987 101,900
100,000 94,929 75.00%
88,400
87,970
78,901 65.00%
80,000
55.00%
60,000 45.00%

40,000 35.00%
13.43% 13.66% 10.31% 12.67% 25.00%
20,000 16,131 16,120 13,773
9,069 15.00%
0 5.00%
Oct'23 Nov'23 Dec'23 Average

Target Output Input Good NG

Yield Target Yield Reject Rate

Month Oct'23 Nov'23 Dec'23 Average

Target Output 120,220 118,120 88,400 108,913
Input 120,118 118,020 87,970 108,703
Good 103,987 101,900 78,901 94,929
NG 16,131 16,120 9,069 13,773
Yield 86.57% 86.34% 89.69% 87.33%
Target Yield 95% 95% 95% 95%
Reject Rate 13.43% 13.66% 10.31% 12.67%
Acceptable Rej Rate 3.00% 3.00% 3.00% 3.00%

Fig.2 Head Stack Assembly Yield Rate

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 45 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

By means of figure 2, the head stack assembly (MG08-Air) yield rate created by

the researcher using Microsoft excel. The chart is used to help the researcher to under-

stand current yield performance of HSA process at Hard Disk Drive Manufacturing com-

pany. Based on the figure, the current yield rate of HSA process at Hard Disk Drive

Manufacturing company is an average of 87.33% which is far beyond the target of 95%.

The main contributor affecting the low yield rate is due to the high rejection encountered

at the process line averaging 12.67%, which is far beyond its acceptable target.

Pareto Chart of Factors Contributing to the reject of HSA at Hard Disk Drive

Manufacturing Company. The researchers gathered data to determine the reject de-

tails encountered at the HSA Process. The data collected is based on the quality report

of Hard Disk Drive Manufacturing Company. The data consist of different factors con-

tributing to the total rejection on HSA process.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 46 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Fig.3 Pareto Chart of Factors Contributing to HSA Rejection Rate

By means of figure 3, shows a Pareto Diagram created by the researchers using

Minitab v.19. The chart is used to help the researchers to prioritize the main problem in

the HSA Process. Pareto charts display the ordered frequency counts of values for a cat-

egorical or nominal variable's various level. The charts are constructed in accordance

with the "80/20" guideline. According to this guideline, approximately 80% of issues are

the result of 20% of causes. This is sometimes referred to as the "vital few and trivial

many" rule. Based on the figure, the factor which has a significant impact on the rejec-

tion rate is the burr issue, with total impact of 12,763 units in an average or equivalent to

total of 92.7% contributor on the total rejection rate.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 47 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Existing situations in HSA Process at Hard Disk Driver Manufacturing Com-

pany. The researcher has presented process pictures that will show the current situa-

tion in the process. The researcher came up with the idea of optimizing the process

though Lean Six Sigma methodology, which will help the company in reducing its rejec-

tion rate, increasing its operational yield, and also decreasing its scrap and rejection

cost.

Fig.4 Existing situations in HSA Process

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 48 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

By means of figure 4, shows the actual process that occurs on HSA process. The

process begins with getting parts for assembly, followed by soldering process, after the

operator complete the soldering process, it will undergo to manual head setting where in

the operator will input WIP into the fitting fixture and do manual swagging. Once this is

done, the operator will do manual long tail bonding, then the QA inline will do the in-line

inspection of the WIP. Once the WIP is approved by QA, the operator will proceed to

QST process where the WIP needs to be thermodynamically measured. After the

process it will undergo to PSA/RSA process where the operator needs to measure the

static attitude of pitch and roll for each slider. After this one, the next process is full wash-

ing and bearing attachments. Lastly the operator will do the height checking, which will

be the last step prior to having a finish good assembly of MG08-Air.

SIPOC Diagram. The researcher used a SIPOC diagram to identify all essential

aspects of the project before work began. It will help the researchers to easily under-

stand necessary information because part of this approach is to help the business to be

more efficient in its business operation.

Fig. 5 SIPOC Diagram

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 49 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Figure 5 shows a visual representation of the business process from beginning to

end. The SIPOC stands for Supplier, Input, Process, Output, and Customer. The suppli-

ers are Local Electronics Supplier and Local adhesive supplier. For the input, it is the

unprocessed HSA, unprocessed electrical material and unprocessed soldering material.

These 3 main inputs coming from suppliers will be the major component in the HSA

process. The first step is getting the HSA Assy and Component Assy. After both assem-

blies have done, it will be followed by soldering process which the operator needs to

combine the 3 components to get an assembled Hard Disk Drive. After the assembly is

done, QA will do in-line inspection to verify the output if the product is in good condition

and following the standard criteria. Once it is approved, it will undergo a packing

process. The output will be MG08-Air, which is one of the newest models of Hard Disk

Drive in the company and the customer is the business owners of an electronics com-

pany.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 50 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Existing Process Flow Chart of HSA of Hard Disk Drive Manufacturing

Company. This section will discuss each step of assembling MG08-Air, from start to fin-

ish good. Each step in the process flow is important in determining the fundamental

cause of the problem. It will be utilized by the researcher to find potential root cause of

the problem and to come up with necessary applicable solutions.

Process : Head Stack Assembly

START

Component Soldering
Soldering ManualHead Manual Quassi-Static-
HSAAssy Bumps Manual Long Appearance
Assembly Process Setting Swaging Tail Bonding Check Tester
Cleaning

PSA/RSA/GL
END HSAHeightCheck BearingAttach Full HSAWashing
Check

LEGEND:

Manual Operation

Automated

TestInspection

Fig.6 Existing Flow Chart of HSA Process

By means of figure 6, shows the overall process flow of the HSA process in the

Hard Disk Drive Manufacturing Company. The unprocessed HSA will undergo various

steps to produce a MG08-Air Hard Disk. The process starts with HSA and component

Assembly followed by soldering process, after the operator complete the soldering

process, it will undergo to manual head setting where in the operator will input WIP into

the fitting fixture and do manual swagging. Once this is done, the operator will do man-
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 51 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

ual long tail bonding, then the QA inline will do the in-line inspection of the WIP. Once the

WIP is approved by QA, the operator will proceed to QST process where the WIP needs

to be thermodynamically measured. After the process it will undergo to PSA/RSA

process where the operator needs to measure the static attitude of pitch and roll for each

slider. After this one, the next process is full washing and bearing attachments. Lastly the

operator will do the height checking, which will be the last step prior to having a finish

good assembly of MG08-Air.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 52 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

TABLE II

PRESENT FLOW PROCESS CHART OF HEAD STACK ASSEMBLY PROCESS

FLOWPROCESSCHART
Location: BuildingA
Activity: Head Stack Assembly SUMMARY
Date: EVENT PRESENT PROPOSED SAVINGS
Inspector: Operation 10
Methods Present Proposed Transportation 1
Methodsand Types Types Worker Material Machine Delay 0
Remarks: Inspection 4
Storage 0
Total Process 87.50Secs
Total Distance 10
TIME DISTANCE
EVENTDESCRIPTION SYMBOL REMARKS
(Sec) (Meters)
Get WIP For assembly 2.30
Assemble Case &Component 4.20
Get WIP C 3.20
Assemble Case, Compnent and longtail 4.10
Soldering 10.20
Manual Head Setting 4.20
Manual Swaging 3.20
Manual tail bonding 5.10
Appearance check 8.10
Quassi- Static-Tester 4.20
PSA/RSA/GL Check 4.10
Full HSA Washing 12.00
BearingAttachment 5.70
HSA Height Check 4.90
Transfer to next assemblyLine 12.00 10
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 53 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Table II provides the existing flow process chart of Head Stack Assembly

process. The symbols are based on the line process being performed. The process flow

chart helps the researcher identify the issues in their operations. The process chart was

based on the observations and interviews that the researcher performed. Through

proper observation at the Hard Disk Drive company and the use of time and motion stud-

ies, the researchers were able to provide step-by-step procedure together with the cycle

time involved in the present head stack assembly process. The data shows that there

are 10 operations, 1 transportation, and 4 inspections leading to a total of 15 processes.

The researcher found out that the current process still ineffective to control the current

challenges encountered on the process.

Project Charter of the Study. The researcher used Project Charter to confirm

the key points of the project and it is an important aspect of the initial planning proce-

dure.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 54 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

PROBLEMSTATEMENT PROJECTTIMELINE

The hard disk drive company

experiences a high scrap rate of 87.33%
well belowthe target of 95%. The main
issue is the high rejection rate at the
process line, mainlydue to the presence
of burrs, which total impact of 12,763
units in an average or equivalent to total
of 92.7%contributor on the total
rejection rate.

GOALSTATEMENT PROJECTIMPORTANCE

To optimize the HDDmanufacturing ExpectedImprovement

Benefitof the
Improvement
ExpectedCompany
Impact

process byreducingthe scrap rate from manufacturing

The HDD Meet the 95%target
scrap rate and
The companycan
significantlyreduce
87.33%to the target of 95%. This involves companyplans to decrease the number costs byoptimizing
boost HSA process of NG due to burr on Head Stack Assemblies
addressingthe high rejection rate, mainly yieldfrom87.33%to HSA process. (HSAs), including
95%, thereby materials,
caused byburrs, aimingto decrease the reducingrejection labor, energy, and
rate from12.67%. disposal
number of rejected units by12,763, charges associated with

which contributes 92.7%of the total electronic waste, through

efficient production
rejection rate . processes.

PROJECTSCOPE PROJECTTEAM

This project studywill be done

through process optimization ResearchAdviser Researcher
usingDMAIC SixSigma methodology
focusingin the Head Stack Assembly
process.

Fig. 7 Project Charter of the Study

The researcher created a project charter shown in figure 7 to determine the

study’s main objectives, scope, and significance. Because a project charter clearly de-

fines business case, it can be easily understood how to the project add to the company’s

long-term objectives. It ensures that the project is genuinely contributing to the com-
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 55 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

pany’s global ambitions. The main issue is the high rejection rate at the process line,

mainly due to the presence of burrs, which has a total impact of 12,763 units in an aver-

age or equivalent to total of 92.7% contributor on the total rejection rate. The re-

searcher’s target is to reduce the scrap rate from 87.33% to 95%.

Measurement Phase.

The measurement phase is important to the Lean Six Sigma Methodology's goal

of optimizing the Hard Disk Drive (HDD) Head Stack Assembly Process inside a Hard

Disk Drive Manufacturing Company. Identifying the complexities of the current process,

validating measurement tools, and setting up performance indicators as a starting point

for improvement are the goals of this phase. The main objective of this stage is the care-

ful gathering of data, which offers a complete understanding of the problems that are

currently being faced. Additionally, it involves evaluating and validating the data collec-

tion procedure to guarantee precision and dependability. In order to facilitate additional

analysis, a control chart showing the current Head Stack Assembly Product rejection is

also generated as part of this phase.

Series of Trial Tests. The lack of standard operating procedures creates a major

obstacle to the assembly process's efficiency, especially with relation to temperature

settings during assembly operations. For certain assembly activities, operators could not

have reliable temperature references, which could result in inconsistent results and

inefficiency. In order to solve this problem, researchers ran a number of trial experiments

to investigate the difference after adding burr removal as additional assembly steps.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 56 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Control Chart of the History of the Assembly Process. The Researcher gath-

ered historical data on performance parameters related to the assembly process in order

to support the optimization attempts. The information gathered from worker interviews

and assembly line observations forms the basis for identifying areas that require en-

hancement. The researcher try to find patterns and abnormalities in past performance

trends in order to guide the creation of strategies that will improve the efficacy and effi-

ciency of the assembly process.

Existing HSA
60,000
50,000
40,000
30,000
20,000
10,000
0
rr ts t y
G ch ed tio
n
en bl
l N Bu en at ag
ta D
Sc
r
i na nm em
o am ig s s
T D tam al is
a
o n is M
C M

Oct'23 Nov'23 Dec'23 Average

Fig. 8 Chart of the Not Good Products from Oct’23- Dec’23

The figure shows the Total not good products from October to December 2023,

categorizing it from Burr, Dents, scratch, damaged, contaminated, misaligned, disassem-

bled cause. To Further understand the data from the graph, the table below shows the

exact numbers each cause, every month.

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 57 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

October 2023 - December 2023

14000
12000
10000
8000
6000
4000
2000
0
1 2 3

Month Week NG Total Burr Dents

Scratch Damaged Contamination Misalignment Misassembly

NG
We
Month To- Bur Den Scrat Dam- Contami- Misalign- Misas-
ek
tal r ts ch aged nation ment sembly
4,0 3,7
1
32 01 20 73 117 44 61 2
4,0 3,8
2
30 03 61 40 85 20 10 22
October
2,0 1,9
3
37 78 1 80 109 83 80 3
6,0 5,3
4
32 59 0 97 157 30 91 5
4,0 3,7
1
30 88 61 40 86 20 10 22
4,0 3,8
2
Novem- 30 82 122 32 70 20 15 24
ber 4,0 3,8
3
30 47 59 43 97 15 35 4
4,0 3,8
4
30 36 0 46 86 26 21 14
2,2 2,0
1
68 25 27 54 67 36 45 5
2,2 2,1
2
Decem- 68 00 1 40 56 15 30 4
ber 2,2 2,1
3
68 10 17 69 60 24 35 4
2,2 2,1
4
65 08 0 0 80 25 26 5
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 58 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Table III Not Good Products from Oct’23- Dec’23

Month Oct'23 Nov'23 Dec'23 Average

Total NG 16,131 16,120 9,069 13,773
Burr 14,841 15,153 8,343 12,779
Dents 81 242 45 123
Scratch 290 161 163 205
Damaged 468 339 263 356
Contaminatio
177 81 100 119
n
Misalignment 242 81 136 153
Misassembly 32 64 18 38
The data shows that the majority of the total not good products are caused by the burr,

with the average of 12,779 for 3 months, that is about 92.67 % of the total not good products.

Other causes such as Dents, Scratch, Damaged, Contamination, Misalignment, and Misassem-

bly has the average of 123, 205, 356, 119, 153, 38 respectively. This shows that there is really a

need for improvement, in the Head Stack Assembly process to further reduce the rejection rate.

7.2 Data Analysis

To develop an effective and efficient head stack assembly process that will re-

duce the scrap rate at Head Stack Assembly process. the researcher thoroughly studied

the data collected and used a variety of IE tools to assure appropriate analysis. Follow-

ing a complete review of data, the researcher will provide solutions to the problems that

will contribute to achieving the objectives of the study.

Analyze Phase.

This phase of lean six sigma identifies and determines the main causes of the

problem.Process efficiency and objectives must be defined and clarified during this
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phase. which relies on data collected throughout the definition and measurement

phases. When formulating an action plan to eliminate high scrap rate due to rejections in

Head Stack Assembly process, this phase is essential. An effect and all of its potential

factors will be shown in a cause-and-effect diagram, why-why analysis, and root cause

validation by the researcher.

Why-Why analysis. A "why-why" analysis was utilized by the researcher in order

to ascertain the fundamental reason behind the issue. The procedure is utilized in order

to determine the prevalent problem. To determine the underlying source of a problem, it

is frequently utilized to collect the information that is required. It includes the information

that is supposed to prevent the problem from occurring. Prior to addressing the root

cause, the researcher is required to query about five valid causes to determine the root

cause.

Table IV Why Analysis

Why? Answer
Why is there a high scrap rate in Because there are frequent errors or defects
the assembly process? occurring during the assembly process.
Why are there frequent errors or Because there is a lack of standardized
defects occurring? procedures and quality controls in place.
Why is there a lack of standardized Because the assembly process is not well-
procedures and quality controls? defined or optimized for efficiency and quality.
Because there has been a historical lack of
Why is the assembly process not focus on process improvement and
well-defined or optimized? optimization.
Because there has been a reliance on
Why has there been a historical traditional methods without incorporating
lack of focus on process continuous improvement practices like Lean Six
improvement? Sigma.
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Fishbone Analysis. The utilization of a cause and effect diagram, which is

commonly referred to as the fishbone diagram or the Ishikawa diagram, is yet another

method that can be utilized to uncover the underlying source of a problem. Within the

context of this scenario, it is applied to investigate all of the prospective or actual

components (inputs) that have the ability to result in a single effect or outcome (output).

A misunderstanding of the relationship between the events and the hierarchy of the

sequence of events is created when the causes are arranged in chronological order

according to the level of relevance or detail they possess. The problem that was found is

depicted in the picture below as a process that has been interrupted, and it is possible

that this is one of the factors that contributed to the Assembly Process.
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ENVIRONMENT MATERIAL MAN

PoorWorker DefectiveRawMaterials Low AttendanceRate
Performance SupplierIssue Personal Reason
duetobadtemp Improper Handlingduring assembly Not feelingwell
UnventelatedArea Improper Handing onWarehouse UnqualifiedWorkers Always Absent
Poor Maintenance AC's Inadequatetraining
Defective AC's inexperience
Contamination
Not controlled room
Abnormal Assembly Notmeetingtargetoutput
Line Set-up
Operators has cosmetics StorageConditions
Contaminated Line No passion onwork
Wrongfloorplan Temperature
Laziness
Humidity
Limited Space BehavioratWork Workoverload
LowBudget Lack of interest

Misjudgement

HighRejection Rate
ImproperHandling DefectivePSA/RSA due to Burr
Improper usage ofUser
Not aware ofproper procedure
Lack of Calibration
MachineMalfunction
Not Feelingwell Calibration Problems
Lack of training Outdated Technology
Mechanical Malfunctions
Oldmodel

PreventiveMaintenance
IncorrectRepairDisposition Improper usage ofUser
SystemFailure Lack of Calibration BurrFormation
Incorrect repair flowchart Outdated Technology duringSoldering
duringManual Head Setting
duringManual Swaging

METHOD
MACHINE

Fig.9_Ishikawa Diagram of HSA process

The figure 9 shows the different root causes of the low yield on HSA process at

Hard Disk Drive company. In the category man, unqualified workers, behavior at work,

low attendance ratio, misjudgment and not meeting target output is the root cause. For

the material, the problems are defective raw materials, supplier issue, improper handling

during assembly, improper handing on warehouse, storage condition, temperature, and

humidity. The environment factors is risk of contamination, poor worker performance due

to bad temperature and abnormal assembly line set-up possibly due to wrong floor plan,

low budget and limited space. For Method, first identified factor are incorrect repair

disposition, system failure, incorrect repair flowchart, improper handling, not aware of
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proper procedure, not feeling well of the operators, and lack of training. And lastly the

Machine, the problem that occurs because of the machine during soldering, manual

head setting, manual swaging, and manual tail bonding.

Table V Root Cause Validation

Primary True Not True

Cause Root Cause Cause Cause
Low Attendance Rate ✓
Not meeting target output ✓
Man Unqualified Workers ✓
Behavior at Work ✓
Misjudgment ✓
Defective PSA/RSA ✓
Machine Malfunction ✓
Machine
Preventive Maintenance ✓
Burr Formation ✓
Cross Contamination ✓
Environment Abnormal Assembly Line Set-up ✓
Poor Worker Performance due to bad temp ✓
Improper Handling ✓
Method
Incorrect Repair Disposition ✓
Defective Raw Materials ✓
Material
Storage Conditions ✓

Table V illustrates the root cause issues that lead to high scrap rate in Head

Stack Assembly process. In Machine, Burr formation during soldering, manual head

setting, manual swaging and manual tail bonding was identified by the researcher as

True Cause. And lastly, in Environment, the primary factor contributing to the problem is

the heightened risk of contamination.

7.3 Design of Optimizing the Hard Disk Drive Head Stack Assembly Process

Improve Phase.
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The fourth phase of the process is the improvement stage, which aims to tackle

any problems that were discovered during the process’s first three stages. It is expected

that the researcher will concentrate on recognizing and correcting systematic flaws.

Another way of saying this is the action plan should include a means of monitoring and

evaluating. Probable solutions are tested and standardized at this moment. In other

words, during this phase, the researcher works on eliminating the root causes and

making

Proposed Process flow chart. The researcher constructed an improved and

effective Head Stack Assembly process by implementing a newly proposed burr removal

process to remove the burrs in HSAs. By integrating this step, we mitigate the risk of

burr formation during manual head setting, manual long tail bonding, manual swaging,

and soldering processes.

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Fig.10 Proposed Process flow chart in HSA process

Figure 10 shows the improved assembly process of MG08-Air starts with the

HSA and component assembly, followed by the soldering process, manual head setting,

where the operators input WIP into the fitting fixture and perform manual swaging.

Following this step manual tail bonding is executed. After manual tail bonding the

assembly process proceeds to the highlighted process in proposed flow chart, which is

burr removal, where unwanted burrs are meticulously eliminated, ensuring smooth

operation and optimal performance. Once burr removal is completed, the QA inline

conducts as inspection of the WIP. Upon approval in QA, the assembly proceeds to the

QST process, where thermodynamic measurements are acquired. Afterwards, the HSA

advances to the PSA/RSA process, where operators measure the static attitude of pitch

roll for each slider and after PSA/RSA process, the HSA undergoes full washing and

bearing attachments. Finally the operators perform height checking, the last step before

completion of HSA.
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TABLE VI

PROPOSED PROCESS FLOW CHART OF HEAD STACK ASSEMBLY PROCESS

FLOWPROCESSCHART
Location: BuildingA
Activity: HeadStackAssembly SUMMARY
Date: EVENT PRESENT PROPOSED SAVINGS
Inspector: Operation 11
Methods Present Proposed Transportation 1
Methodsand Types Types Worker Material Machine Delay 0
Remarks: Inspection 4
Storage 0
Total Process 92.60Secs
Total Distance 10
TIME DISTANCE
EVENTDESCRIPTION SYMBOL REMARKS
(Sec) (Meters)
Get WIP For assembly 2.30
Assemble Case &Component 4.20
Get WIP C 3.20
Assemble Case, Compnent and longtail 4.10
Soldering 10.20
Manual Head Setting 4.20
Manual Swaging 3.20
Manual tail bonding 5.10
Burr Removal 5.10
Appearance check 8.10
Quassi- Static-Tester 4.20
PSA/RSA/GL Check 4.10
Full HSA Washing 12.00
BearingAttachment 5.70
HSA Height Check 4.90
Transfer to next assemblyLine 12.00 10

The flow process chart presented in table 6 shows the different activities in

performing the additional process for HSA process and the time it takes to complete

each task or event. Unlike the existing flow process chart of Head Stack Assembly

process as presented in Table III, this improved proposed flow process chart has the

burr removal as additional step in between manual tail bonding and appearance check.
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The data now shows 11 operations, 1 transportation and 4 inspections that now leads to

16 processes.

Trial Test

The trial test phase is crucial in any process improvement study. In this phase,

the optimized processes for the Hard Disk Drive Head Stack Assembly (HSA) are

implemented on a trial basis. The objective is to validate the efficiency, functionality, and

cost-effectiveness of these processes in a real-world setting.

During the trial test, each activity in the HSA process is performed according to

the new procedures and timings as outlined in Table VI. The performance of these

activities is then monitored and data is collected for analysis.

Summary of the Testing

After the trial test, a summary of the testing phase is prepared. This summary

includes the trial test results for 3 trials.

TABLE VII

Time Study Trial 1 of the Improved Process

Operation: Head Stack Assembly (Trial 1)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
EVENT DESCRIPTION UNIT TIME REMARKS
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Get WIP For assembly second 2.25

Assemble Case & Component second 4.25
Get WIP C second 3.26
Assemble Case, Component and long tail second 3.90
Soldering second 10.12
Manual Head Setting second 4.10
Manual Swagging second 3.20
Manual tail bonding second 5.10
Burr Removal second 5.10
Appearance check second 8.10
Quassi- Static-Tester second 4.20
PSA/RSA/GL Check second 4.10
Full HSA Washing second 12.00
Bearing Attachment second 5.70
HSA Height Check second 4.90
Transfer to next assembly Line second 12.00
Total Time: 92.28 seconds

Table 8 shows the first trial for the optimized processes for the Hard Disk Drive Head

Stack Assembly (HAS). The figure showed that the total time for the first trial is 92.28 seconds

or just 1 minutes and 32.2 seconds. Since there is step added, the total processing time for

Hard Disk Drive Head Stack Assembly is longer since the existing Hard Disk Drive Head Stack

Assembly takes 87.5 seconds or 1 minutes and 27.5 seconds.

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TABLE VII

Time Study Trial 2 of the Improved Process

Operation: Head Stack Assembly (Trial 2)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
EVENT DESCRIPTION UNIT TIME REMARKS
Get WIP For assembly second 2.30
Assemble Case & Component second 4.20
Get WIP C second 3.20
Assemble Case, Compnent and long tail second 4.10
Soldering second 10.20
Manual Head Setting second 4.20
Manual Swaging second 3.20
Manual tail bonding second 5.10
Burr Removal second 5.50
Appearance check second 8.70
Quassi- Static-Tester second 4.13
PSA/RSA/GL Check second 4.10
Full HSA Washing second 11.80
Bearing Attachment second 5.70
HSA Height Check second 4.86
Transfer to next assembly Line second 10.00
Total Time: 91.29 seconds
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Table 9 shows the second trial for the optimized processes for the Hard Disk Drive Head

Stack Assembly (HAS). The figure showed that the total time for the second trial is 91.29 or 1

minutes and 31.29 seconds. The second trial is a little shorter than the first trial.

TABLE IX

Time Study Trial 3 of the Improved Process

Operation: Head Stack Assembly (Trial 3)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
EVENT DESCRIPTION UNIT TIME REMARKS
Get WIP For assembly second 2.30
Assemble Case & Component second 4.20
Get WIP C second 3.20
Assemble Case, Component and long tail second 4.10
Soldering second 10.20
Manual Head Setting second 4.20
Manual Swaging second 3.25
Manual tail bonding second 5.10
Burr Removal second 5.10
Appearance check second 8.10
Quassi- Static-Tester second 4.20
PSA/RSA/GL Check second 4.10
Full HSA Washing second 12.00
Bearing Attachment second 5.70
HSA Height Check second 4.90
Transfer to next assembly Line second 11.90
Total Time: 92.55 seconds

Table 10 shows the third and final trial for the optimized processes for the Hard Disk

Drive Head Stack Assembly (HAS). The figure showed that the total time for the third trial is

92.55 or 1 minutes and 32.55 seconds. The three trials done are not significantly different with
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each other. The seconds trial took the shortest time to complete while the third trial took the

longest.

Control Chart of the History of the Head Stack Assembly after Improvement.

By following the improved proposed Head Stack assembly process, the identified main

contributor of the rejection rate is significantly reduced. By adding the burr removal in the

process, the rejection rate decreased as shown in the figure below.

January 2024 - March 2024

900
800
700
600
500
400
300
200
100
0
1 2 3

Month Week NG Total Burr Dents

Scratch Damaged Contamination Misalignment Misassembly

Fig. 11 Chart of the Not Good Products after the Proposed HSA

The figure shows the Total not good products after the proposed HAS process,

categorizing it from Burr, Dents, scratch, damaged, contaminated, misaligned, disassem-

bled cause. From the graph below, it also shows the improved rejection rate.
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NG
Mont We Bu Den Scrat Dam- Contamina- Misalign- Misas-
To-
h ek rr ts ch aged tion ment sembly
tal
Janu-
1 336 52 21 55 115 44 61 8
ary
2 326 22 22 35 170 100 100 8
3 346 30 20 40 93 10 15 10
4 338 8 20 90 90 24 75 8
Febru-
1 265 20 140 56 79 43 33 8
ary
2 284 20 60 33 87 20 0 15
3 255 29 46 43 89 14 15 26
4 246 20 0 28 83 6 27 10
March 1 100 20 18 92 85 44 63 8
2 245 20 20 30 85 20 24 0
3 256 20 10 42 85 12 15 6
4 200 16 0 0 20 23 23 0

Month Jan'24 Feb'24 Mar'24 Average

Total NG 1,346 1,050 801 1,066
Burr 112 89 76 92
Dents 83 246 48 126
Scratch 220 160 164 181
Damaged 468 338 275 360
Contamination 178 83 99 120
Misalignment 251 75 125 150
Misassembly 34 59 14 36

Table X

The data above shows the values of total number of defects and the specific

causes over the course of three months, from January 2024 to March 2024. There is a

huge difference now with the number of the not good products. Damaged products are

now the leading cause with an average of 360 products. Burr, Dents, Scratch, Contami-

nation, Misalignment, and Mis assembly has the average of 92, 126,181,120,150 and
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36, respectively. This clearly highlights that adding the Burr removal process signifi-

cantly decreases the rejection rate.

7.4 Development of Optimizing the Hard Disk Drive Head Stack Assembly Process

In this phase, the focus is on developing optimized processes for the head stack

assembly. The approach is grounded in Lean Six Sigma principles, which emphasize

reducing waste and improving process efficiency. The development of these optimized

processes involves several steps:

Fig. 12 Current Setup of the Head Stack Assembly

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Fig. 13 Proposed Setup of the Head Stack Assembly

The figure 12 shows the current setup of the Head stack assembly, while Figure

13 shows the propose set up. The only difference is that Burr removal process is now

included and several investments are added as shown in Table XIV.

Table XIV Additional Investments for HSA

Investments
Line Table $220.17
Scalpel $40.00
1 Manpower $272.73
UDI water $10.00

Develop Optimized Processes: Based on the identified opportunities for

improvement, new, optimized processes are developed. These burr removal processes

aim to reduce waste, improve efficiency, and increase the quality of the final product.
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Fig. 14 Actual Burr Removal Process

The Figure above shows the actual burr removal process. The Burr removal is

the additional step in between the Manual Tail Bonding and Appearance check. After

manually removing burrs in the head stack assembly (HSA), proceed to clean the area

using a swab soaked in 100% UDI water.

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Fig. 15 Before and After Burr Removal

After the burr removal process, figure 15, shows the before and after the burr is re-

moved. This one single step added contributes to the decrease of rejection rate.

CONTROL PHASE

The Control phase is crucial to ensure that the improvements made during the

optimization phase are sustained over time. A key component of this phase is the

development of a Standard Operating Procedure (SOP).

STANDARD OPERATING PROCEDURE

The SOP is a detailed, written set of instructions that specify exactly how each

step of the assembly process should be carried out. The SOP ensures consistency in the

execution of the process, which is crucial for maintaining the improved efficiency and

quality levels. The figure below shows the Standard Operating Procedure for Head Stack

Assembly Process in the Methodology and procedures part only. The complete and
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detailed SOP is attached in appendix E which contains a more detailed procedure and

the respective responsibilities of each activity.

Step
Step No.
Description Instructions Person Responsible
Retrieve Work in Progress
1 Get WIP For (WIP) for assembly from
assembly designated storage area. Operator/Assembler
Assemble the case and
2 Assemble components according to
Case & assembly specifications and
Component diagrams provided. Operator/Assembler

3 Retrieve Work in Progress C

(WIP C) for assembly from
Get WIP C designated storage area. Operator/Assembler
Assemble Assemble the case,
Case, components, and long tail
4 Component, according to assembly
and Long specifications and diagrams
Tail provided. Operator/Assembler
Perform soldering of
5 assembled components using
appropriate soldering
Soldering equipment and techniques. Operator/Assembler
Perform manual setting of the
6 head according to
Manual specifications and alignment
Head Setting requirements. Operator/Assembler
Conduct manual swaging of
7 Manual assembled components to
Swaging ensure secure attachment. Operator/Assembler
Perform manual bonding of the
8 Manual Tail tail component to ensure
Bonding secure attachment. Operator/Assembler
Inspect assembly for any burrs
9 Burr and remove them using
Removal appropriate tools. Operator/Assembler
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Perform visual inspection of

10 Appearance the assembly for any defects Quality Control
Check or irregularities. Inspector

11 Conduct quassi-static testing

Quassi- to ensure proper functionality
Static-Tester
and performance. Operator/Assembler
Perform PSA/RSA/GL check
12 PSA/RSA/GL to verify alignment and
Check functionality. Operator/Assembler
Clean the assembled head
13 stack assembly thoroughly
Full HSA using appropriate cleaning
Washing solutions and equipment. Operator/Assembler
Attach bearings to the
14 assembled head stack
Bearing assembly according to
Attachment specifications. Operator/Assembler

Measure and verify the height

15 of the assembled head stack
HSA Height assembly to ensure Quality Control
Check compliance with standards. Inspector
Transfer to Transfer the completed head
16 next stack assembly to the
assembly designated area for further
Line processing or packaging. Operator/Assembler
Table XII. Proposed SOP

The SOP also serves as a training tool for new employees and a reference guide

for existing employees. By adhering to the SOP, the company can ensure that the

optimized processes are followed correctly, thereby sustaining the improvements

achieved through the Lean Six Sigma methodology.

7.5 Testing and Evaluation

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This phase is crucial to validate the effectiveness of the optimized processes

developed in the previous phase. The testing and evaluation will be conducted in three

key areas: efficiency, functionality, and cost savings.

EFFICIENCY

The efficiency of the optimized processes will be evaluated by comparing the

time and resources required to complete the assembly process before and after

optimization. Key performance indicators (KPIs) such as process time, throughput, and

resource utilization will be measured and compared. The goal is to demonstrate that the

optimized processes are more efficient, i.e., they achieve the same or better output

using less time and/or resources.

Comparison between Existing Head Stack assembly Process and the Proposed

Head Stack assembly Process

TIME
EVENT DESCRIPTION
(Sec)
Get WIP For assembly 2.30
Assemble Case & Component 4.20
Get WIP C 3.20
Assemble Case, Component and long tail 4.10
Soldering 10.20
Manual Head Setting 4.20
Manual Swaging 3.20
Manual tail bonding 5.10
Appearance check 8.10
Quassi- Static-Tester 4.20
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PSA/RSA/GL Check 4.10

Full HSA Washing 12.00
Bearing Attachment 5.70
HSA Height Check 4.90
Transfer to next assembly Line 12.00
Total = 87.50
Table XIII Existing Head Stack Assembly Process

TIME
EVENT DESCRIPTION
(Sec)
Get WIP For assembly 2.30
Assemble Case & Component 4.20
Get WIP C 3.20
Assemble Case, Component and long tail 4.10
Soldering 10.20
Manual Head Setting 4.20
Manual Swaging 3.20
Manual tail bonding 5.10
Burr Removal 5.10
Appearance check 8.10
Quassi- Static-Tester 4.20
PSA/RSA/GL Check 4.10
Full HSA Washing 12.00
Bearing Attachment 5.70
HSA Height Check 4.90
Transfer to next assembly Line 12.00
Total = 92.60
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Table XIV Proposed Head Stack Assembly Process

The Head Stack assembly process was improved in this study, as it is the main

objective of the researcher. The proposed Head Stack Assembly has included the burr

removal process, so in terms of time, the total process time has increased in just a

matter of few seconds. The existing Head Stack Assembly takes 87.5 seconds to finish

while the proposed Head stack Assembly Process is 92.6 seconds. It only increased for

5 seconds.

FUNCTIONALITY

The functionality of the hard disk drives produced using the optimized processes

will be tested to ensure that the quality of the final product has not been compromised.

This could involve running a series of tests to check the performance, reliability, and

durability of the hard disk drives. The goal is to confirm that the drives meet or exceed all

the required specifications and quality standards. The Table below shows the average of

Not Good products along with its categories from October to December 2023, and the

average after the proposed optimized processes for the head stack assembly.

Oct’23- After
Average Dec’23 Proposed
Burr 12763 92
Dents 147 126
Scratch 174 181
Damaged 354 360
Contaminati
on 165 120
Misalignmen
t 129 150
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Misassembly 41 36
Total NG 13773 1066
Table XV Average of Not God Products Before and After

The table shows that the Not Good products total will reduce from 13773 to jus

1066 That is approximately 92.26% decrease. The main contributor is the Burr removal,

which is significantly decreased from 12,763 to just 92 after the proposed optimized

processes for the head stack assembly.

Not Good Products Before and after Proposed

HSA
16000

14000

12000

10000

8000

6000

4000

2000

0
rr ts h d n t y G
Bu en tc e tio en bl N
D cra ag na nm e m ta
l
m i ss
S
D
a m al
ig a To
ta is is
on M M
C

Average After Proposed

Fig 16. Not Good Products, Before and After Proposed HSA
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In graphical view, we can clearly see from the figure 16 that the total NG products

are significantly reduce because of the burr removal. Other causes of rejection such as

Scratch, damage and contamination is even higher than the rejected products caused by

burr.

COST

The researchers used cost benefit analysis to determine which actions should be

made and which can be avoided in terms of financial approach. The costs and benefits

can then be weighed against one another to determine whether the benefits outweigh

the costs.

Month Average
Target Output 108913.33
Input 108702.67
Good 94929.33
NG 13773.33
Yield 87.33%
Target Yield 95.00%
Reject Rate 12.67%
Acceptable Rej
Rate 3.00%

Loss Cost $34,433.33

Table XVI Average of Head Stack Assembly yield and loss Cost

Table XVI shows the average of Head stack assembly yield, including the reject

rate and loss cost. Focusing on the Loss cost, it shows that there are $34,433.33 loss

cost because of the rejection. That rejection is caused by the Not Good (NG) products.

After
Average Proposed Existing Proposed
Burr 12763 92 92.67% 8.66%
Dents 147 126 1.07% 11.79%
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Scratch 174 181 1.27% 17.02%

Damaged 354 360 2.57% 33.81%
Contaminatio
n 165 120 1.20% 11.26%
Misalignment 129 150 0.93% 14.11%
Misassembly 41 36 0.30% 3.38%
Total NG 13773 1066 100.00% 7.74%

Loss Cost $34,433 $2,548

Table XVII Comparison Between the Existing and Proposed Loss Cost

Table XVII shows the comparison between the existing and Proposed loss cost.

In the proposed HSA, the total NG is just 7.74% from the existing total NG, which is

$2,548 dollars only as compared to the $34,433 loss cost from the existing. This shows

that the addition of burr removal in the process contributes well in the decrease of loss

cost.

Results of Post-Survey and Weighted Mean. The aim of conducting survey

through questionnaire to the respondents was to find out their feedback to the proposed

Head Stack Assembly Process. The researcher used a questionnaire to assess the cost,

efficiency, and functionality of the process of improvement.

TABLE XVIII

POST-SURVEY QUESTIONNAIRE

Summary of Findings: Number of Responses per Question (45 Respondents)

Weighte Verbal
Questions 5 4 3 2 1 d Mean Interpretation
Functionality
1. The optimized head stack 25 15 4 1 0 4.42 Highly
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assembly process improves the

overall functionality of the assembly
line. Satisfied
2. The new process enhances the
accuracy and precision of component Highly
placement during assembly. 20 20 4 1 0 4.31 Satisfied
3. The optimized process ensures
smoother flow and coordination
between different stages of Highly
assembly. 22 18 5 0 0 4.38 Satisfied
4. The new process streamlines the
handling and management of Highly
components during assembly. 24 16 5 0 0 4.42 Satisfied
5. The optimized process reduces the
occurrence of errors and defects in Highly
the assembly process. 23 17 5 0 0 4.40 Satisfied
Efficiency
1. The optimized process increases
the efficiency of the head stack Highly
assembly line. 24 18 3 0 0 4.47 Satisfied
2. The new process reduces waiting
times and bottlenecks in the Highly
assembly workflow. 21 20 4 0 0 4.38 Satisfied
3. The optimized process enhances
the utilization of resources and Highly
minimizes wastage during assembly. 23 17 5 0 0 4.40 Satisfied
4. The new process improves the
overall cycle time of head stack Highly
assembly. 22 18 5 0 0 4.38 Satisfied
5. The optimized process allows for
better synchronization and
coordination between different teams Highly
involved in assembly. 20 20 5 0 0 4.33 Satisfied
Cost
1. The optimized process contributes
to cost savings in the head stack Highly
assembly process. 25 15 5 0 0 4.44 Satisfied
2. The new process minimizes
expenses associated with rework and Highly
defect rectification. 22 18 5 0 0 4.38 Satisfied
3. The optimized process reduces 23 17 5 0 0 4.40 Highly
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overhead costs and improves cost-

effectiveness in assembly. Satisfied
4. The new process helps in
optimizing inventory levels and Highly
reducing inventory holding costs. 24 16 5 0 0 4.42 Satisfied
5. The optimized process contributes
to overall cost reduction and
improved profitability for the Highly
company. 23 17 5 0 0 4.40 Satisfied

The survey data indicates a high level of satisfaction among respondents regard-

ing the improved assembly process of MG08-Air starts with the HSA and component as-

sembly in terms functionality, efficiency, and cost-effectiveness. In terms of functionality,

respondents rated the optimized head stack assembly process improves the overall

functionality of the assembly line, Highly satisfied, with a weighted mean of 4.42. They

also expressed high satisfaction with the new process enhances the accuracy and preci-

sion of component placement during assembly, the optimized process ensures smoother

flow and coordination between different stages of assembly, the new process stream-

lines the handling and management of components during assembly, and the optimized

process reduces the occurrence of errors and defects in the assembly process, with

weighted means of 4.31, 4.38, 4.42 and, 4.4 respectively, all falling within the "Highly

Satisfied" range. Regarding efficiency, respondents rated the optimized head stack as-

sembly process very positively, with weighted means ranging from 4.33 to 4.47, indicat-

ing that the optimized process increases the efficiency of the head stack assembly line,

the new process reduces waiting times and bottlenecks in the assembly workflow, the

optimized process enhances the utilization of resources and minimizes wastage during
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assembly, the new process improves the overall cycle time of head stack assembly, and

the optimized process allows for better synchronization and coordination between differ-

ent teams involved in assembly.

Lastly, respondents rated the cost-effectiveness of the optimized head stack as-

sembly process, highly satisfied. The optimized process contributes to cost savings in

the head stack assembly process, the new process minimizes expenses associated with

rework and defect rectification, the optimized process reduces overhead costs and im-

proves cost-effectiveness in assembly, the new process helps in optimizing inventory

levels and reducing inventory holding costs, and the optimized process contributes to

overall cost reduction and improved profitability for the company, are rated as 4.44, 4.38,

4.40, 4.42, and 4.40 respectively. This confirms that the cost effectiveness of the opti-

mized head stack assembly process, is really improved.

This data suggests that the optimized head stack assembly process have been

successful in meeting or exceeding expectations, enhancing efficiency, and delivering

cost savings while maintaining high-quality standards.

7.6. Summary of Findings

The purpose of this study is to optimize the hard disk drive head stack assembly

process in a Hard Disk Drive Manufacturing Company using Lean Six Sigma Methodol-

ogy by improving the head stack assembly process while reducing the loss cost of the

company caused by the rejection of products. The key findings from this study are as fol-

lows:
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In the data gathering, the researcher gathered data and investigations and has

found that 92% of reject head stack assemblies are from burrs, with 0.05% attributed to

dents, 1.8% to scratches, 2.9% to damage, 1.1% to contaminations, 1.5% to misalign-

ment, and 0.2% to misassemble. This led to the data analysis part where Ishikawa dia-

gram, why-why analysis and failure analysis are done.

For the Ishikawa diagram, in man category, unqualified workers, behavior at

work, low attendance ratio, misjudgment and not meeting target output is the root cause.

For the material category, the problems are defective raw materials, supplier issue,

improper handling during assembly, improper handing on warehouse, storage condition,

temperature, and humidity. For the environment, risk of contamination, poor worker

performance due to bad temperature and abnormal assembly line set-up possibly due to

wrong floor plan, low budget and limited space are the factors. In method category, first

identified factors are incorrect repair disposition, system failure, incorrect repair

flowchart, improper handling, not aware of proper procedure, not feeling well of the

operators, and lack of training. And lastly the Machine, the problem that occurs because

of the machine during soldering, manual head setting, manual swaging, and manual tail

bonding.

Using a flowchart, the design phase was started and trials are made. The three

trials are made following the proposed flow process chart. For 11 operations, 1 trans-

portation and 4 inspections that now leads to 16 processes, trial 1 is completed in

92.28 seconds or just 1 minutes and 32.2 seconds. Trial 2 is 91.29 or 1 minutes and
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31.29 seconds. The second trial is a little shorter than the first trial. Lastly, the third trial is

92.55 or 1 minutes and 32.55 seconds. The three trials done are not significantly differ-

ent with each other. The seconds trial took the shortest time to complete while the third

trial took the longest.

In order to optimize the process in Head stack assembly, the development phase

of the study includes proposing a new setup for the head stack assembly, in which as

stated in the process map, burr removal is added. In control phase, the control chart also

improved in which the total of rejected or not good products are decreased because of

the addition of the burr removal step.

As a result, the optimized processes developed in this study have significantly

improved the results of the head stack assembly. However, in terms of the efficiency of

the hard disk drive head stack assembly process. There is added time in the total

process tie but it is just few seconds longer.

The functionality of the hard disk drives produced using the optimized processes

was tested and found to meet or exceed all required specifications and quality

standards. The Not Good products total was reduced from 13773 to just 1066 That is

approximately 92.26% decrease. The main contributor is the Burr removal, which is

significantly decreased from 12,763 to just 92 after the proposed optimized processes

for the head stack assembly. This indicates that the quality of the final product has not

been compromised despite the process changes.

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The study also found that the optimized processes resulted in significant cost

savings. The total loss cost after the proposed HSA i which is $2,548 dollars only as

compared to the $34,433 loss cost from the existing. The total saved money is

approximately $ 31,885. These savings were achieved through reduced waste, lower

resource usage, and increased throughput.

These findings demonstrate the effectiveness of Lean Six Sigma methodology in

improving the efficiency and cost-effectiveness of the hard disk drive head stack

assembly process, without compromising on quality. Further research is recommended

to explore other areas where this methodology could be applied for similar benefits.

8. Conclusion and Recommendations

The study focused on optimizing the hard disk drive (HDD) head stack assembly

process using Lean Six Sigma methodology. After series of analysis, trial, and testing, it

was found that the optimized processes led to significant improvements in efficiency,

functionality, and cost-effectiveness.

8.1 Conclusions

Based on the objectives outlined and the summary of findings, and after

completing this study by gathering and analyzing the, observing and evaluating the

improved process, the researcher draws the following research conclusions:

1.Description and Analysis of the Hard Disk Drive Head Stack Assembly Process:

The researcher effectively described the existing head stack assembly process and
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identified key issues leading to product rejection, primarily focusing on burrs as the

major contributor. Notably, 92% of reject head stack assemblies were attributed to burrs.

2. Identification of Root Causes: Utilizing tools such as Ishikawa diagram, why-

why analysis, and failure analysis, the researcher identified various root causes across

different categories including human factors, material issues, environmental conditions,

methodological shortcomings, and machine-related problems.

3. Design and Development of an Improved Assembly Process: Through iterative

trials and process mapping, the researcher proposed a new setup for head stack

assembly, integrating a burr removal step to address the primary issue identified in the

rejection rate. Notably, the total process time for the trials ranged from 91.29 to 92.55

seconds.

4. Optimization of the Assembly Process: The optimized process demonstrated

significant improvements in reducing rejection rates and enhancing overall product

quality, despite a minor increase in total process time. The rejection rate decreased from

13,773 rejected products to just 1,066, representing approximately a 92.26% decrease.

Specifically, the number of rejected products due to burrs decreased from 12,763 to just

92 after the implementation of the optimized processes.

5. Effectiveness of Lean Six Sigma Methodology: The study showcases the

effectiveness of Lean Six Sigma methodology in improving efficiency, reducing waste,

and achieving cost savings in the hard disk drive manufacturing process. The total loss
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cost after the proposed optimization was $2,548, compared to the $34,433 loss cost

from the existing process, resulting in approximately $31,885 in savings.

6. Quality Assurance and Cost Reduction: The optimized processes resulted in

meeting or exceeding required specifications and quality standards, while also

significantly reducing the total loss cost incurred by the company. These savings were

achieved through reduced waste, lower resource usage, and increased throughput.

The success of applying Lean Six Sigma in this study suggests potential for

further research to explore its application in other areas within the manufacturing

process for similar benefits, indicating avenues for continuous improvement and

innovation. The study demonstrates the effectiveness of Lean Six Sigma methodology in

driving process improvements, enhancing efficiency, and delivering cost savings without

compromising quality. The structured approach of Define, Measure, Analyze, Improve,

and Control (DMAIC) was instrumental in identifying root causes, implementing

optimized processes, and ensuring sustained improvements.

Overall, the findings of this study show the potential of Lean Six Sigma

methodology in optimizing manufacturing processes, reducing costs, and improving

product quality. Further research is recommended to explore additional areas where this

methodology could be applied for similar benefits across various industries.

8.2 Recommendations

Based on the findings and conclusions of the study, the following

recommendations are suggested:

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1. Continuous Monitoring and Evaluation: Implement a system for continuous

monitoring and evaluation of the optimized head stack assembly process to ensure that

performance metrics such as efficiency, functionality, and cost savings are consistently

met or exceeded over time. Regular reviews and audits can help identify any deviations

from expected outcomes and prompt timely corrective actions to maintain process

effectiveness.

2. Employee Training and Engagement: Invest in comprehensive training

programs to equip employees with the necessary skills and knowledge to effectively

implement and sustain the optimized processes. Foster a culture of continuous

improvement and employee engagement by encouraging feedback, soliciting

suggestions for process enhancements, and recognizing and rewarding contributions to

process optimization efforts.

3. Technology Integration: Explore opportunities for leveraging advanced

technologies such as automation, robotics, and artificial intelligence to further enhance

the efficiency and accuracy of the head stack assembly process. Evaluate the feasibility

of integrating these technologies into existing workflows to streamline operations, reduce

cycle times, and minimize the risk of human error.

4. Supplier Collaboration: Strengthen partnerships with suppliers to address root

causes of quality issues related to defective raw materials, inadequate handling, or

storage conditions. Work collaboratively with suppliers to implement quality assurance

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measures, conduct regular quality audits, and establish clear communication channels to

facilitate timely resolution of any supply chain-related issues.

5. Expansion to Other HDD Models: Consider replicating the same approach

used in optimizing the head stack assembly process for the MG08-Air model and

applying it to other models of hard disk drives (HDDs) manufactured by the company. By

conducting similar analyses and implementing Lean Six Sigma methodologies tailored to

the specific requirements of different HDD models, organizations can achieve consistent

improvements in efficiency, functionality, and cost-effectiveness across their product

lines.

6. Further Research: Encourage further research to explore other areas where

Lean Six Sigma methodology could be applied within the HDD manufacturing process or

in related industries. Investigate opportunities for process optimization, quality

improvement, and cost reduction in areas such as component fabrication, assembly line

layout, inventory management, and distribution logistics. Additionally, future studies

could focus on benchmarking against industry standards and best practices to identify

opportunities for further optimization and innovation.

9. References

[1] R. Rathi, M. S. Kaswan, J. A. Garza-Reyes, J. Antony, and J. Cross, “Green Lean Six

Sigma for improving manufacturing sustainability: Framework development and

validation,” J. Clean. Prod., vol. 345, 2022, doi: 10.1016/j.jclepro.2022.131130.

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[2] A. Nedra, X. Jun, S. Nèjib, and D. Jiajia, “Effect of ISO (9001) Certification and Article

Type Produced on Lean Six Sigma Application Successes: A Case Study Within Textile

Companies,” Fibres Text. East. Eur., vol. 30, no. 2, 2022, doi: 10.2478/ftee-2022-0003.

[3] Syafrimaini and A. E. Husin, “Implementation of lean six sigma method in high-rise

residential building projects,” Civ. Eng. Archit., vol. 9, no. 4, 2021, doi:

10.13189/cea.2021.090424.

[4] H. S. Sodhi, D. Singh, and B. J. Singh, “A conceptual examination of Lean, Six Sigma

and Lean Six Sigma models for managing waste in manufacturing SMEs,” World J. Sci.

Technol. Sustain. Dev., vol. 17, no. 1, 2020, doi: 10.1108/WJSTSD-10-2019-0073.

[5] R. Ben Ruben, S. Vinodh, and P. Asokan, “Lean Six Sigma with environmental focus:

review and framework,” Int. J. Adv. Manuf. Technol., vol. 94, no. 9–12, 2018, doi:

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[6] N. Abbes, N. Sejri, J. Xu, and M. Cheikhrouhou, “New Lean Six Sigma readiness

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[7] N. Yadav, R. Shankar, and S. P. Singh, “Cognitive aspects of Lean Six Sigma,” Qual.

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[8] T. O. de B. Cançado, F. B. Cançado, and M. L. A. Torres, “Lean Six Sigma and

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10.1016/j.bjan.2018.12.012.

[9] M. S. Kaswan and R. Rathi, “Green Lean Six Sigma for sustainable development:
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Integration and framework,” Environ. Impact Assess. Rev., vol. 83, 2020, doi:

10.1016/j.eiar.2020.106396.

[10] A. S. Patel and K. M. Patel, “Critical review of literature on Lean Six Sigma methodology,”

International Journal of Lean Six Sigma, vol. 12, no. 3. 2020. doi: 10.1108/IJLSS-04-

2020-0043.

[11] M. N. Mishra, “Identify critical success factors to implement integrated green and Lean

Six Sigma,” Int. J. Lean Six Sigma, vol. 13, no. 4, 2022, doi: 10.1108/IJLSS-07-2017-

0076.

[12] S. Prakash, S. Kumar, G. Soni, R. V. Mahto, and N. Pandey, “A decade of the

international journal of lean six sigma: bibliometric overview,” International Journal of

Lean Six Sigma, vol. 13, no. 2. 2022. doi: 10.1108/IJLSS-12-2020-0219.

[13] A. Nedra, S. Néjib, J. Boubaker, and C. Morched, “An Integrated Lean Six Sigma

Approach to Modeling and Simulation: A Case Study from Clothing SME,” Autex Res. J.,

vol. 22, no. 3, 2022, doi: 10.2478/aut-2021-0028.

[14] L. B. M. Costa, M. Godinho Filho, L. D. Fredendall, and F. J. Gómez Paredes, “Lean, six

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[16] A. Laureani and J. Antony, “Leadership and Lean Six Sigma: a systematic literature
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review,” Total Quality Management and Business Excellence, vol. 30, no. 1–2. 2019. doi:

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“Economically Improving the quality of construction through Six Sigma and Cost Benefit
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Analysis,” in IOP Conference Series: Earth and Environmental Science, 2022. doi:

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[46] D. Wartati, J. A. Garza-Reyes, M. Dieste, S. P. Nadeem, R. Joshi, and F. González-Aleu,

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[49] J. Antony, P. Palsuk, S. Gupta, D. Mishra, and P. Barach, “Six Sigma in healthcare: a

systematic review of the literature,” International Journal of Quality and Reliability

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Management, vol. 35, no. 5. 2018. doi: 10.1108/IJQRM-02-2017-0027.

[50] WILL KENTON, “Lean Six Sigma: Definition, Principles, and Benefits,” Investopedia,

2023.

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healthcare: Six Sigma systematic review,” Health Policy, vol. 124, no. 4. 2020. doi:

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[53] V. Swarnakar, A. kr Tiwari, and A. R. Singh, “Assessing Benefits of Lean Six Sigma

Approach in Manufacturing Industries: An Indian Context,” in Lecture Notes on

Multidisciplinary Industrial Engineering, 2021. doi: 10.1007/978-981-15-6017-0_8.

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achieved,” Total Qual. Manag. Bus. Excell., vol. 33, no. 1–2, 2022, doi:

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[56] O. McDermott et al., “Lean Six Sigma in Healthcare: A Systematic Literature Review on

Motivations and Benefits,” Processes, vol. 10, no. 10. 2022. doi: 10.3390/pr10101910.

[57] J. L. García-Alcaraz, F. J. F. Montalvo, L. Avelar-Sosa, M. M. Pérez de la Parte, J.

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Blanco-Fernández, and E. Jiménez-Macías, “The importance of access to information

and knowledge coordination on quality and economic benefits obtained from Six Sigma,”

Wirel. Networks, vol. 26, no. 8, 2020, doi: 10.1007/s11276-019-02180-7.

[58] S. S. Jalal, S. Mamat, Z. Zakaria, and M. H. Rosli, “The Benefits of Implementing Lean

Six Sigma in a Malaysian Plantation Company,” J. Intelek, vol. 17, no. 2, 2022, doi:

10.24191/ji.v17i2.18182.

[59] S. S. Mahajan, N. Savita, and S. Kumar, “THE IMPORTANT ROLE OF SIX SIGMA IN

PHARMACEUTICAL INDUSTRY-A REVIEW,” Indian J. Heal. Care, vol. 3, no. 1, 2022.

[60] H. Kartika et al., “Six sigma benefit for Indonesian pharmaceutical industries

performance: A quantitative methods approach,” Syst. Rev. Pharm., vol. 11, no. 9, 2020,

doi: 10.31838/srp.2020.9.66.

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Excellence,” Qual. Innov. Prosper., vol. 26, no. 3, 2022, doi: 10.12776/qip.v26i3.1712.

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Implementation Suggestion in the Defense Industry: A Literature Review,” Int. J. Soc.

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in competitive tendering process,” Built Environ. Proj. Asset Manag., vol. 11, no. 2, 2020,
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doi: 10.1108/BEPAM-07-2020-0117.

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[71] K. B. Bagshaw, “Work Line Balancing and Production Efficiency of Manufacturing Firms
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in Rivers State, Nigeria,” Am. J. Ind. Bus. Manag., vol. 10, no. 01, 2020, doi:

10.4236/ajibm.2020.101004.

10. Appendices

APPENDIX A

Project Study Gantt Chart

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APPENDIX B
Project Trials

Operation: Head Stack Assembly (Trial 1)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
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EVENT DESCRIPTION UNIT TIME REMARKS

Get WIP For assembly second 2.25
Assemble Case & Component second 4.25
Get WIP C second 3.26
Assemble Case, Compnent and long tail second 3.90
Soldering second 10.12
Manual Head Setting second 4.10
Manual Swaging second 3.20
Manual tail bonding second 5.10
Burr Removal second 5.10
Appearance check second 8.10
Quassi- Static-Tester second 4.20
PSA/RSA/GL Check second 4.10
Full HSA Washing second 12.00
Bearing Attachment second 5.70
HSA Height Check second 4.90
Transfer to next assembly Line second 12.00
Total Time: 92.28 seconds

Operation: Head Stack Assembly (Trial 2)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
EVENT DESCRIPTION UNIT TIME REMARKS
Get WIP For assembly second 2.30
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Assemble Case & Component second 4.20

Get WIP C second 3.20
Assemble Case, Compnent and long tail second 4.10
Soldering second 10.20
Manual Head Setting second 4.20
Manual Swaging second 3.20
Manual tail bonding second 5.10
Burr Removal second 5.50
Appearance check second 8.70
Quassi- Static-Tester second 4.13
PSA/RSA/GL Check second 4.10
Full HSA Washing second 11.80
Bearing Attachment second 5.70
HSA Height Check second 4.86
Transfer to next assembly Line second 10.00
Total Time: 91.29 seconds
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Operation: Head Stack Assembly (Trial 3)

Begin: Get WIP For assembly Date of study:
End: Transfer to next assembly Line Conducted by:
EVENT DESCRIPTION UNIT TIME REMARKS
Get WIP For assembly second 2.30
Assemble Case & Component second 4.20
Get WIP C second 3.20
Assemble Case, Component and long tail second 4.10
Soldering second 10.20
Manual Head Setting second 4.20
Manual Swaging second 3.25
Manual tail bonding second 5.10
Burr Removal second 5.10
Appearance check second 8.10
Quassi- Static-Tester second 4.20
PSA/RSA/GL Check second 4.10
Full HSA Washing second 12.00
Bearing Attachment second 5.70
HSA Height Check second 4.90
Transfer to next assembly Line second 11.90
Total Time: 92.55 seconds

APPENDIX C
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Survey Questionnaire

Survey Questionnaire: Optimizing the Hard Disk Drive Head Stack Assembly Process

I. Background

The purpose of this survey questionnaire is to gather opinions and facts from employees
regarding the implementation of the optimized hard disk drive head stack assembly process at
our manufacturing company. The survey aims to assess the functionality, efficiency, and cost-
effectiveness of the improved process.

II. Demographic Profile

Name(optional):_____________________________Date:______________

Gender: [ ] Male [ ] Female

Age: [ ] 20-30 years [ ] 31-40 years [ ] 41-50 years [ ] 51-60 years

Position: [ ] Staff [ ] Supervisory [ ] Managerial

Department: [ ] Assembly [ ] Test [ ] Support Group ______________

Length of Service: [ ] Below 5 years [ ] 5-10 years [ ] 11-20 years [ ] 21 years above

III. Survey Questions Direction: Please answer each of the following attributes and assess
based on the rating scale of 1-5 as shown below. Kindly put check (✓) to the box that corre-
sponds to your answer.

Rating Highly Satis- Less Dis-Satisfied Highly

Scale Satisfied fied Satisfied Dis-Satisfied

5 4 3 2 1
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Indicator 5 4 3 2 1

FUNCTIONALITY

1. The optimized head stack assembly process im-

proves the overall functionality of the assembly line.

2. The new process enhances the accuracy and preci-

sion of component placement during assembly.

3. The optimized process ensures smoother flow and co-

ordination between different stages of assembly.

4. The new process streamlines the handling and man-

agement of components during assembly.

5. The optimized process reduces the occurrence of errors

and defects in the assembly process.

EFFICIENCY

1. The optimized process increases the efficiency of

the head stack assembly line.

2. The new process reduces waiting times and bottle-

necks in the assembly workflow.

3. The optimized process enhances the utilization of re-

sources and minimizes wastage during assembly.

4. The new process improves the overall cycle time of head

stack assembly.

5. The optimized process allows for better synchronization

and coordination between different teams involved in as-
sembly.

COST

1. The optimized process contributes to cost savings in the

head stack assembly process.
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2. The new process minimizes expenses associated

with rework and defect rectification.

3. The optimized process reduces overhead costs and im-

proves cost-effectiveness in assembly.

4.The new process helps in optimizing inventory levels

and reducing inventory holding costs.

5. The optimized process contributes to overall cost

reduction and improved profitability for the company.

Summary of Findings: Number of Responses per Question (45 Respondents)

Weighte Verbal
Questions 5 4 3 2 1 d Mean Interpretation
Functionality
1. The optimized head stack
assembly process improves the
overall functionality of the assembly Highly
line. 25 15 4 1 0 4.42 Satisfied
2. The new process enhances the
accuracy and precision of component Highly
placement during assembly. 20 20 4 1 0 4.31 Satisfied
3. The optimized process ensures
smoother flow and coordination
between different stages of Highly
assembly. 22 18 5 0 0 4.38 Satisfied
4. The new process streamlines the
handling and management of Highly
components during assembly. 24 16 5 0 0 4.42 Satisfied
5. The optimized process reduces the
occurrence of errors and defects in Highly
the assembly process. 23 17 5 0 0 4.40 Satisfied
Efficiency
1. The optimized process increases
the efficiency of the head stack Highly
assembly line. 24 18 3 0 0 4.47 Satisfied
2. The new process reduces waiting 21 20 4 0 0 4.38 Highly
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 112 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

times and bottlenecks in the

assembly workflow. Satisfied
3. The optimized process enhances
the utilization of resources and Highly
minimizes wastage during assembly. 23 17 5 0 0 4.40 Satisfied
4. The new process improves the
overall cycle time of head stack Highly
assembly. 22 18 5 0 0 4.38 Satisfied
5. The optimized process allows for
better synchronization and
coordination between different teams Highly
involved in assembly. 20 20 5 0 0 4.33 Satisfied
Cost
1. The optimized process contributes
to cost savings in the head stack Highly
assembly process. 25 15 5 0 0 4.44 Satisfied
2. The new process minimizes
expenses associated with rework and Highly
defect rectification. 22 18 5 0 0 4.38 Satisfied
3. The optimized process reduces
overhead costs and improves cost- Highly
effectiveness in assembly. 23 17 5 0 0 4.40 Satisfied
4. The new process helps in
optimizing inventory levels and Highly
reducing inventory holding costs. 24 16 5 0 0 4.42 Satisfied
5. The optimized process contributes
to overall cost reduction and
improved profitability for the Highly
company. 23 17 5 0 0 4.40 Satisfied

Summary of the Result of Post Survey

Computation of average weighted mean for Functionality:

1. The optimized head stack assembly process improves the overall functionality of the
assembly line.
Weighted Mean = (25 * 5) + (15 * 4) + (4 * 3) + (1 * 2) + (0 * 1) = 199 / 45 ≈ 4.42
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 113 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Verbal Interpretation: Highly Satisfied

2. The new process enhances the accuracy and precision of component placement during
assembly.
Weighted Mean = (20 * 5) + (20 * 4) + (4 * 3) + (1 * 2) + (0 * 1) = 194 / 45 ≈ 4.31
Verbal Interpretation: Highly Satisfied

3. The optimized process ensures smoother flow and coordination between different stages of
assembly.
Weighted Mean = (22 * 5) + (18 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 197 / 45 ≈ 4.38
Verbal Interpretation: Highly Satisfied

4. The new process streamlines the handling and management of components during assembly.
Weighted Mean = (24 * 5) + (16 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 199 / 45 ≈ 4.42
Verbal Interpretation: Highly Satisfied

5. The optimized process reduces the occurrence of errors and defects in the assembly
process.
Weighted Mean = (23 * 5) + (17 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 198 / 45 ≈ 4.40
Verbal Interpretation: Highly Satisfied

Computation of average weighted mean for Efficiency:

1. The optimized process increases the efficiency of the head stack assembly line.
Weighted Mean = (24 * 5) + (18 * 4) + (3 * 3) + (0 * 2) + (0 * 1) = 201 / 45 ≈ 4.47
Verbal Interpretation: Highly Satisfied

2. The new process reduces waiting times and bottlenecks in the assembly workflow.
Weighted Mean = (21 * 5) + (20 * 4) + (4 * 3) + (0 * 2) + (0 * 1) = 197 / 45 ≈ 4.38
Verbal Interpretation: Highly Satisfied

3. The optimized process enhances the utilization of resources and minimizes wastage during
assembly.
Weighted Mean = (23 * 5) + (17 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 198 / 45 ≈ 4.40
Verbal Interpretation: Highly Satisfied

4. The new process improves the overall cycle time of head stack assembly.
Weighted Mean = (22 * 5) + (18 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 197 / 45 ≈ 4.38
Verbal Interpretation: Highly Satisfied

5. The optimized process allows for better synchronization and coordination between different
teams involved in assembly.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 114 of 130
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Weighted Mean = (20 * 5) + (20 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 195 / 45 ≈ 4.33

Verbal Interpretation: Highly Satisfied

Computation of average weighted mean for Cost:

1. The optimized process contributes to cost savings in the head stack assembly process.
Weighted Mean = (25 * 5) + (15 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 200 / 45 ≈ 4.44
Verbal Interpretation: Highly Satisfied

2. The new process minimizes expenses associated with rework and defect rectification.
Weighted Mean = (22 * 5) + (18 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 197 / 45 ≈ 4.38
Verbal Interpretation: Highly Satisfied

3. The optimized process reduces overhead costs and improves cost-effectiveness in assembly.
Weighted Mean = (23 * 5) + (17 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 198 / 45 ≈ 4.40
Verbal Interpretation: Highly Satisfied

4. The new process helps in optimizing inventory levels and reducing inventory holding costs.
Weighted Mean = (24 * 5) + (16 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 199 / 45 ≈ 4.42
Verbal Interpretation: Highly Satisfied

5. The optimized process contributes to overall cost reduction and improved profitability for the
company.
Weighted Mean = (23 * 5) + (17 * 4) + (5 * 3) + (0 * 2) + (0 * 1) = 198 / 45 ≈ 4.40
Verbal Interpretation: Highly Satisfied

APPENDIX D
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 115 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Cost Benefit Analysis

After
Average Proposed Existing Proposed
Burr 12763 92 92.67% 8.66%
Dents 147 126 1.07% 11.79%
Scratch 174 181 1.27% 17.02%
Damaged 354 360 2.57% 33.81%
Contaminatio
n 165 120 1.20% 11.26%
Misalignment 129 150 0.93% 14.11%
Misassembly 41 36 0.30% 3.38%
Total NG 13773 1066 100.00% 7.74%

Loss Cost $34,433 $2,548

TABLE I MODIFIED LIKERT SCALE

Numerical Rating Arithmetic Rating Verbal Interpretation

5 4.21 – 5.0 Highly Satisfied

4 3.41 – 4.20 Satisfied

3 2.61 – 3.40 Less Satisfied

2 1.81 – 2.60 Dis-Satisfied

1 1.0 – 1.8 Highly Dis-Satisfied

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 116 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

Table 1 follows the Modified Likert Scale ranging from 1 being the “Strongly

Disagree” to 5 being the “Strongly Agree”. The researcher used this scale to test and

evaluate the capability, efficiency, and cost of the optimization for HSA assembly

process.

APPENDIX E
Standard Operating Procedure for Head Stack Assembly Process

Standard Operating Procedure for Head Stack Assembly Process

Prepared By: John Albert Bobiles

SOP Purpose
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The purpose of this SOP is to provide detailed instructions for the head stack assembly
process. By following this SOP, we aim to achieve the following objectives:
1. Consistency: Ensure uniformity in the assembly process across all production units.
2. Efficiency: Optimize the assembly process to minimize waste and maximize productivity.
3. Quality: Maintain high-quality standards in the final product.
Roles and Responsibilities
 Operators: Responsible for executing the assembly steps.
 Supervisors: Oversee the process and address any issues.
 Quality Control Inspectors: Verify compliance with SOP guidelines.
 Maintenance Personnel: Handle equipment maintenance and repairs.

Resources and Materials

Tools:
1. Wrenches: Various sizes of wrenches are needed for tightening and loosening bolts and
nuts during assembly. Types may include adjustable wrenches, socket wrench sets, and
torque wrenches.
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MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 118 of 130
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KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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2. Soldering Irons: Soldering irons are essential for soldering electronic components onto
circuit boards. Different types may include pencil-style soldering irons and soldering stations
with adjustable temperature settings.
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Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 119 of 130
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3. Swaging Tools: Swaging tools are used to compress metal fittings onto cables or wires to
secure them in place. Types may include hand swaging tools and hydraulic swaging
machines.

Equipment:
1. Assembly Stations: These stations provide designated areas for assembling different
components of the head stack. They may include workbenches with built-in fixtures or
clamps to hold parts in place during assembly. Soldering Stations: Soldering stations
 Document Code: DCAVRKMI-F-PSP
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consist of soldering irons, soldering tips, solder wire, and flux. They provide a controlled
environment for soldering electronic components onto circuit boards with precision.
2. Testing Equipment: Testing equipment is used to verify the functionality and quality of
assembled head stacks. This may include multimeters, oscilloscopes, and specialized
testing fixtures to measure electrical properties and performance characteristics.

Materials:
1. Cases: These are the outer enclosures of the head stack assembly, typically made of metal
or plastic. They provide protection for internal components and house the finished
assembly.
2. Tails: Tails are elongated metal components that connect the head stack assembly to the
actuator arm. They allow for precise positioning of the read/write heads over the surface of
the disk.
3. Bearings: Bearings are mechanical components that support the rotating shafts within the
head stack assembly. They reduce friction and enable smooth movement of moving parts.

Storage Locations:
1. Tools and Equipment: Tools and equipment are typically stored in designated toolboxes or
cabinets located near the assembly area for easy access. Each tool should have its
designated storage space to ensure organization and efficiency.
2. Materials: Components and materials such as cases, tails, and bearings are stored in
inventory shelves or bins within the warehouse or production area. They should be labeled
and organized based on part number or category to facilitate retrieval during assembly.

Maintenance Procedures:
1. Tool Maintenance: Regular maintenance of tools is essential to ensure their optimal
performance and longevity. This may include cleaning, lubricating, and inspecting tools for
signs of wear or damage. Maintenance tasks should be performed according to
manufacturer recommendations or established maintenance schedules.
2. Equipment Maintenance: Equipment used in the assembly process should be regularly
inspected and maintained to prevent downtime and ensure safe operation. Maintenance
procedures may include calibration, cleaning, and replacing worn parts as needed.
3. Material Replenishment: Inventory levels of materials should be monitored regularly, and
replenishment orders should be placed in a timely manner to prevent stockouts. Reordering
procedures may involve submitting requisition forms or placing orders through an inventory
management system.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 121 of 130
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DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
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Cautions, Warnings, and Hazard-Related Information

Safety is paramount in the assembly process. It is essential to highlight any precautions
related to resources, equipment, or the assembly process to ensure the well-being of personnel
and the prevention of accidents. The following guidelines should be strictly adhered to:

Personal Protective Equipment (PPE):

1. Gloves: Wear appropriate gloves to protect hands from cuts, abrasions, and chemical expo-
sure.
2. Safety Glasses: Use safety glasses or goggles to shield eyes from flying debris or chemical
splashes.
3. Ear Protection: Use earplugs or earmuffs in areas with loud machinery or equipment to pre-
vent hearing damage.
4. Other Protective Gear: Depending on the specific hazards present, additional PPE such as
aprons, face shields, or respirators may be required.
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MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
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Chemical Handling:
1. Hazardous Chemicals: Identify and label all hazardous chemicals used in the assembly
process.
2. Safe Handling: Follow manufacturer's instructions for handling, mixing, and storing chemi-
cals.
3. Storage: Store chemicals in designated areas away from heat, flames, or incompatible sub-
stances.
4. Disposal: Dispose of chemical waste according to local regulations and guidelines.

Electrical Safety:
1. Inspections: Regularly inspect electrical tools and equipment for damage or defects before
each use.
2. Grounding: Ensure all electrical equipment is properly grounded to prevent electric shock
hazards.
3. Lockout/Tagout: Use lockout/tagout procedures when servicing or repairing electrical equip-
ment to prevent accidental energization.
4. Qualified Personnel: Only trained and authorized personnel should perform electrical work.

Ergonomics:
1. Proper Lifting Techniques: Lift with your legs, not your back, to prevent strains and injuries.
2. Adjustable Workstations: Adjust workstations to ergonomic heights to reduce strain on mus-
cles and joints.
3. Lifting Aids: Use mechanical lifting aids such as hoists or carts for heavy or awkward loads.
4. Breaks: Schedule regular breaks to allow employees to rest and prevent overexertion.
5. Training: Provide training on ergonomic principles and safe work practices to all employees
involved in the assembly process.

Methodology and Procedures

Below are the detailed step-by-step instructions for the head stack assembly process:
Step Person
Step No.
Description Instructions Responsible
Retrieve Work in Progress
1 Get WIP For (WIP) for assembly from
assembly designated storage area. Operator/Assembler
Assemble the case and
2 Assemble components according to
Case & assembly specifications
Component and diagrams provided. Operator/Assembler
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 123 of 130
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Retrieve Work in Progress

3 C (WIP C) for assembly
from designated storage
Get WIP C area. Operator/Assembler
Assemble Assemble the case,
Case, components, and long tail
4 Component, according to assembly
and Long specifications and
Tail diagrams provided. Operator/Assembler
Perform soldering of
assembled components
5 using appropriate
soldering equipment and
Soldering techniques. Operator/Assembler
Perform manual setting of
6 the head according to
Manual Head specifications and
Setting alignment requirements. Operator/Assembler
Conduct manual swaging
of assembled components
7
Manual to ensure secure
Swaging attachment. Operator/Assembler
Perform manual bonding
of the tail component to
8
Manual Tail ensure secure
Bonding attachment. Operator/Assembler
Inspect assembly for any
9 Burr burrs and remove them
Removal using appropriate tools. Operator/Assembler
Perform visual inspection
10 Appearance of the assembly for any Quality Control
Check defects or irregularities. Inspector
Conduct quassi-static
11 testing to ensure proper
Quassi- functionality and
Static-Tester performance. Operator/Assembler
Perform PSA/RSA/GL
12 PSA/RSA/GL check to verify alignment
Check and functionality. Operator/Assembler
13
Full HSA Clean the assembled Operator/Assembler
 Document Code: DCAVRKMI-F-PSP
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Lucena City Document Title: Project Study Proposal
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DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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head stack assembly

thoroughly using
appropriate cleaning
Washing solutions and equipment.
Attach bearings to the
14 assembled head stack
Bearing assembly according to
Attachment specifications. Operator/Assembler
Measure and verify the
height of the assembled
15 head stack assembly to
HSA Height ensure compliance with Quality Control
Check standards. Inspector
Transfer the completed
Transfer to head stack assembly to
16 next the designated area for
assembly further processing or
Line packaging. Operator/Assembler
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 125 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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APPENDIX F

Project Proposal Acceptance Letter

 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 126 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
Reviewed by: QMR
QUALITY FORM Approved by: President

IV. Research Governance and Ethics

Please describe how you will ensure that The study will be conducted in accordance with
the activity will be carried out to the ethical standards, including obtaining informed
highest standards of ethics and research consent from participants, ensuring confidentiality
integrity. and privacy of data, minimizing harm, disclosing
conflicts of interest, and complying with relevant
regulations.
Please describe how potential ethical, Potential ethical, health, and safety issues in this
health and safety issues arising as part research have been thoroughly assessed through
of this research have been considered ethical review processes, ensuring adherence to
and how they will be addressed. ethical guidelines and implementing safety
protocols to safeguard researchers and
participants throughout the study.
Will the proposed research involve The proposed research involves research on
research on animals, human human participants. The respondents of this study
participants, human tissue or are the workers and the owner of the company.
patient/participant data?

Has the proposed research been Yes

reviewed by the MSEUF research ethics
committee?

V. Expected Outputs and Deliverables (This refers to the products of the research which
would contribute and increase the stock of knowledge.)

The expected output of this research is an optimized head stack assembly process for hard
disk drives (HDDs), aiming to reduce reject rates due to defects such as burrs, ultimately
improving functionality, efficiency, and cost-effectiveness.
Deliverables include detailed documentation of the optimized process, training materials for
workers, and case studies demonstrating successful implementation, thereby contributing to
increased productivity and profitability in HDD manufacturing.

VI. Target Beneficiaries of Research Results (who and how many are the direct / indirect
beneficiaries of the study, what are the benefits that are likely to accrue in the short or long
term)
 Document Code: DCAVRKMI-F-PSP
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Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 127 of 130
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QUALITY FORM Approved by: President

Target Beneficiaries Total

The Company. The primary and immediate benefit for the
organization is in its capacity to attain substantial
cost reductions. By implementing the suggested
solutions for the optimization of Head Stack
Assemblies (HSAs) in an efficient manner, the
organization stands to realize significant cost
reductions in its production processes. This
involves the reduction of costs in several
elements, including materials, labor, energy, and
disposal charges associated with electronic
waste.
Operators/Workers. The main aim of this study is to support the
workforce by optimizing the assembly process
which will increase its yield rate and decrease its
burden, increase its job satisfaction, and
increased the process safety condition.
Researcher. This project will provide the researcher with an
additional opportunity to further his professional
development and bolster his repertoire of skills. In
anticipation of the commencement of this project,
it is necessary for the individual to do a sequence
of duties, assessments, and research endeavors
to ensure the successful culmination of this
undertaking. The management possesses the
capacity to offer rewards to the researcher in the
event of the project's successful completion.
Furthermore, it is crucial to proficiently employ the
knowledge and abilities he has obtained via his
academic endeavors in the realm of Industrial
Engineering.
Future Researchers. This project may use as a reference by other
researchers for their future projects. Basically, to
gain knowledge from this study and apply it to
his/her research.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 128 of 130
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KNOWLEDGE MANAGEMENT INSTITUTE Prepared by: DCAVRKMI
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VII. Dissemination Plan (what is the plan for sharing / communicating research results to
different stakeholders / possible beneficiaries; please mention specific activities)

Activities Strategy
1.Conduct observation Conduct observation to assess the current
head stack assembly process at the Hard Disk
Drive Manufacturing Company.
2.Gather information Gather information from workers, data
records, and equipment to understand the
intricacies of the assembly process.
3.Identify the problem Identify the problem areas within the head
stack assembly process, such as high reject
rates or inefficiencies in assembly steps.
4. Analyzing the data Analyze the collected data to pinpoint root
causes of defects or inefficiencies in the
assembly process.
5. Designing concept for the improved Design concepts for improving the head stack
process assembly process, considering factors like
workflow, equipment optimization, and quality
control measures.
6. Developing an improved tool Develop an improved tool or methodology,
such as implementing a burr removal step, to
address identified issues and enhance
assembly efficiency.
7. Evaluating the improved process Evaluate the improved process through trials
and testing to ensure it meets quality
standards and achieves desired efficiency
gains.
8. Implementing the improve process Implement the improved head stack assembly
process into production, integrating it with
existing workflows and procedures to
sustainably enhance productivity and reduce
reject rates.
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 129 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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APPENDIX G

Curriculum Vitae
 Document Code: DCAVRKMI-F-PSP
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City Document Title: Project Study Proposal
An Autonomous University Page No.: Page 130 of 130
Revision No.: 1
DR. CESAR A. VILLARIBA RESEARCH AND Effectivity Date: August 2022
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